This month, a very interesting book that I anticipated was released: "The Plugged-in Manger: Get in Tune with Your People, Technology and Organization to Thrive" by professor Terri Griffith, a seasoned management and technology expert. Terri describes a game-changing approach to management that is based on the concept of being plugged into each one of the organizational dimensions - people, technology and organizational processes - simultaneously. Oftentimes, managers underemphasize one of the components - say, they address the people and organizational processes, but overlook the technological dimension. Or conversely, some consider technology to be a lifesaver per se. The balance of people, technology and process is something that I think is really important for any organization, and I often referred to this triangle in my previous posts. So it was a pleasure for me to meet Terri and discuss this topic, as well as find out more about her new book. Naturally, our conversation went way beyond defining who exactly a "plugged-in manager" is, as we proceeded to talk about the role technology plays in modern business. To know more about the concept of a plugged-in manager, the best ways to leverage technology and to discover some curious examples from Terri's experience, as well as mine, I invite you to listen to the podcast with our conversation.
On October 22-25, PMI gathered its members and friends for the annual Global Congress in Dallas to discuss the core features and emerging challenges of the project management profession. One of the key areas of focus for the Congress was the new project management trends, i.e., those trends that may impact the industry in the coming years. Together with Elizabeth Harrin and Cornelius Fichtner, seasoned project managers, popular bloggers and my fellow PMI New Media Council members, we held a session addressing agile collaboration in virtual teams. With over a third of projects being agile and more work being done by virtual teams, we aimed to look at how project managers can successfully combine the two. Having combined our expertise in managing distributed teams, we came up with a few practical, battlefield-tested tips in the area of communication practices, Web 2.0 tools and beyond, which can help bridge the gap for agile teams working across geographic boundaries.
Today, I'd like to share a very interesting conversation that I recently had with Brian Weiss, VP of Practitioner Markets at PMI. Working for PMI since 2007, Brian brings more than 18 years of his product management, marketing and consulting experience to this global organization. Together with his team, Brian is focused on the ongoing engagement of PMI members, certification holders and volunteers, and leads a number of PMI's fundamental programs. As a person who constantly interacts with a community of more than 500,000 people who are somewhat involved into project management, Brian always keeps abreast of the latest trends in the field. Check out the podcast to hear Brian's insights into such prominent topics as the expansion of virtual collaboration, the rise of social media, the challenges and opportunities of project management in a creative economy, and more. If you prefer eye over ear, you also can read the transcript of the interview below.
My post about The Secret Ingredients of a Successful Distributed Team turned out to be quite popular, so I decided to follow up on it by sharing a slide deck I recently presented to the Information Management Forum members (IMF). I was invited to speak about virtual teams, as well as how companies can easily overcome challenges connected with their set up. The presentation has 5 practical tips on how to make your virtual project team more efficient. The list is not complete, and there’s always room for more! I hope to extend this list in a future post with your help.
Recently, Dave Garett, the founder of the well-known project management community, GanttHead.com invited me to take part in a collaborative project of creating a book. The book is called "Project Pain Reliever" and it is a collection of chapters by experts in various fields of project management aimed at helping those, who just start their project management journey. Each chapter represents a real life problem that you may be facing today and offers a solution, written in plain English. In my opinion, this book is what many project managers today are looking for when they have questions that PMBOK cannot really answer. The book is going through the editorial and publishing process and I will definitely tell you more about it, as soon as it comes out.
Working on this collaborative project was a very valuable experience for me, as I met lots of interesting people, who have profound expertise in project management. Today I want to introduce you to one of them, Peter Taylor, also known as "the Lazy Project Manager". Peter is a dynamic and commercially astute professional who has achieved notable success in Project Management; currently as head of a PMO at Siemens Industry Software Limited, a supplier of global product lifecycle management solutions. He is also very interested in maintaining a good work/life balance. Peter has very impressive project management background, which also allowed him to come up with his own methodology that helps project managers become more productive. Read our conversation below and find out how lazy project managers can be efficient.
Mistake #4: Turning from a project leader into a project secretary
Now, if you want to get the up-to-date information (winning strategy #2) all in one place (winning strategy #3), you are prone to mistake#4: turning into a robot, constantly copying information back and forth.
Have you ever wondered why some managers seem to be natural born multitaskers and run 10+ projects smoothly, when others seem to be having a hard time running multiple projects? Leading a company that offers one of the most popular project management software products on the market, I hear a lot of project management war stories and spend a lot of time analyzing the bottlenecks in project management and various ways to overcome them. During my analysis, I thought it would be a good idea to share those war stories with you to help you improve your management skills. So I’ve come up with a list of the 5 most common mistakes managers make when managing multiple projects. In addition, I accompanied them with the 5 strategies that will help you become a more productive project manager who can easily complete several projects on time and on budget. I also decided to split the list into five shorter parts, so that it would be more convenient for you to read. Here’s the first part of this series.
This is a guest post by Bas de Baar, the author of Project Shrink. This article originally appeared on his blog. The ideas of this post are aligned with my personal philosophy in many ways, so I felt that you would benefit from reading it here, on the Project Management 2.0 blog.
My work on several previous posts, where I tried to dig into the nature and highlight the key differentiators of Project Management 2.0, pushed me to create a fresh updated version of the definition for this new phenomenon.
At the PMI Global Congress that I attended in October, I met many project management practitioners. Some of them asked me about my views on Project Management 2.0. One of the questions was “How is Project Management 2.0 different from what many organizations have today?”
I decided to summarize my answers and came up with a short list of key factors that distinguish Project Management 2.0 from traditional project management.
Andrew Filev is an experienced project manager and a successful entrepreneur. He has been
managing software teams since 2001 with the help of new-generation collaboration and
management applications. The Project Management 2.0 blog reflects his views on changes going
on in contemporary project management, thanks to the influence of collaborative web-based
technologies. More >>
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This month, a very interesting book that I anticipated was released: "The Plugged-in Manger: Get in Tune with Your People, Technology and Organization to Thrive" by professor Terri Griffith, a seasoned management and technology expert. Terri describes a game-changing approach to management that is based on the concept of being plugged into each one of the organizational dimensions - people, technology and organizational processes - simultaneously. Oftentimes, managers underemphasize one of the components - say, they address the people and organizational processes, but overlook the technological dimension. Or conversely, some consider technology to be a lifesaver per se. The balance of people, technology and process is something that I think is really important for any organization, and I often referred to this triangle in my previous posts. So it was a pleasure for me to meet Terri and discuss this topic, as well as find out more about her new book. Naturally, our conversation went way beyond defining who exactly a "plugged-in manager" is, as we proceeded to talk about the role technology plays in modern business. To know more about the concept of a plugged-in manager, the best ways to leverage technology and to discover some curious examples from Terri's experience, as well as mine, I invite you to listen to the podcast with our conversation.
On October 22-25, PMI gathered its members and friends for the annual Global Congress in Dallas to discuss the core features and emerging challenges of the project management profession. One of the key areas of focus for the Congress was the new project management trends, i.e., those trends that may impact the industry in the coming years. Together with 
Today, I'd like to share a very interesting conversation that I recently had with Brian Weiss, VP of Practitioner Markets at PMI. Working for PMI since 2007, Brian brings more than 18 years of his product management, marketing and consulting experience to this global organization. Together with his team, Brian is focused on the ongoing engagement of PMI members, certification holders and volunteers, and leads a number of PMI's fundamental programs. As a person who constantly interacts with a community of more than 500,000 people who are somewhat involved into project management, Brian always keeps abreast of the latest trends in the field. Check out the podcast to hear Brian's insights into such prominent topics as the expansion of virtual collaboration, the rise of social media, the challenges and opportunities of project management in a creative economy, and more. If you prefer eye over ear, you also can read the transcript of the interview below.
My post about 
Recently, Dave Garett, the founder of the well-known project management community, 
Mistake #4: Turning from a project leader into a project secretary
Have you ever wondered why some managers seem to be natural born multitaskers and run 10+ projects smoothly, when others seem to be having a hard time running multiple projects? Leading a company that offers one of the most popular 
This is a guest post by Bas de Baar, the author of 
My work on 
At the 
