30 de septiembre de 2012
For them, passing the PMP® exam is like getting a driver's license and then realizing they can only walk. Sometimes, even worse, the performing organization requires them to go by bus, by imposing tools overloading them with huge bureaucracy.
Project Managers need to manage a project, not a tool. Especially, they need to manage expectations of all stakeholders, with an effective and efficient communication, providing information in the right format, at the right time, with the appropriate impact and only the necessary information. As regards their personal self-management and team management, they need to manage documentation, communication, changes, deliverables, schedule, cost, risks, issues, procurement, calendars, team members’ performance, etc.
23 de septiembre de 2012
High profile consultants needed were based in Madrid, but this project would be executed in the client offices in another city in Spain. Due to cost constrains, consultants would work remotely. Since this project was the most critical in this region, the Functional Manager was appointed as the Project Manager. I was leading one of the five subprojects in Madrid.
The project was closed seven months late (100% behind schedule), with a cost overrun as high as three times the original budget. Regarding personal relations, every consultant ended up burned out, not willing to deliver any high quality consulting product, nor keeping involved in future projects there, nor helping that Project Manager anyway (only if obliged).
7 de septiembre de 2012
2 de septiembre de 2012
El proyecto terminó en fecha y coste. Un primer gran resultado del proyecto SRM fue el producto generado. Se cumplieron los requisitos de rendimiento y calidad. El producto fue certificado seis meses después de la entrega y el mantenimiento posterior fue mínimo.