Hundreds of people are already looking forward to this year’s Enterprise 2.0 conference. One of the most interesting sessions during this conference last year was one by Leisa Reichelt. Leisa is interested in the changes going on in project management and she calls these changes Social Project Management or Project Management 2.0. At Enterprise 2.0 Conference 2007, she gave a presentation on Social Project Management, where she pointed out several distinctive features of the new wave in the project management discipline. According to Leisa, they are: small teams, motivated people, limited planning, minimal scope, small projects, rapid release, responsiveness, and iterations. Leisa noted that the essential point of her presentation was that “there are other ways to manage projects than ye olde fashioned waterfall methodology.” According to her, these ways emerge in project management due to the penetration of social software into in the enterprise.
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Project management 2.0
Analysis of how Enterprise 2.0 technologies influence project management
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Andrew Filev, Wednesday, 30 April, 2008
Social Project Management: Another Point of View
Category:
Social Project Management
Andrew Filev, Wednesday, 23 April, 2008
How can collaboration and emergent structures do the routine job for you?
In my previous post I wrote on gaps in efficiency of traditional project management tools. The major problem with these tools is that they are not flexible and that they do not leverage collaboration. These tools created lots of additional routine operations the project manager should perform. Many of these operations are connected with project planning and updating project plans.
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Andrew Filev, Tuesday, 25 March, 2008
Bridging the Three Gaps in Project Management
Category:
Project Management
, Social Project Management
MLab Roundtable was a remarkable event. We discussed the ways to improve existing management practices and I had a chance to tell what inspired me to start working on the online project management software - Wrike. I have been managing businesses for more than 8 years now, and I know how inefficient traditional project management tools, like e-mail or Microsoft Project are. Most businesses now have three major gaps that could be easily filled up with the right tool. Read full article >
Andrew Filev, Wednesday, 05 March, 2008
Looking forward to MLab Roundtable on Evolution of Management Innovation
Category:
Project Management
, Social Project Management
I was invited to join the MLab / McKinsey Tech Roundtable on the 7th of March in San Francisco. It’s an event organized by Management Innovation Lab, a non-profit research organization based in Palo Alto and London, focused on corporate experimentation of management innovations. I’m really looking forward to meeting the other participants of the roundtable and discussing questions about accelerating the evolution of management practices with them. I’m especially excited to participate in a discussion with recognized innovation thought leaders, Andrew McAfee, Gary Hamel and Lenny Mendonca. Read full article >
Andrew Filev, Thursday, 07 February, 2008
Top-down and Bottom-up Project Management: Leveraging the Advantages of the Two Approaches
Nowadays we can observe changes going on in management and especially project management in organizations. More and more, organizations are abandoning top-down management style. Among them are the New York Times, Tribune Co., Ernst & Young and many others. Even the world biggest corporations, such as Toyota and IBM, are trying to implement bottom-up management style elements in some of their departments. The bottom-up approach to management is becoming more and more popular. However, the discussions about the two major approaches are still hot. What is the reason for the ongoing changes in management processes? The answer to this question will be obvious when we compare the two management styles.
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Andrew Filev, Tuesday, 27 November, 2007
Scrum in marketing: making enterprises adaptive
Every year and even every month, new technologies, markets and competitors spring up, and today’s businesses have to be agile to be able to face the impending challenges. In such an unstable environment, traditional principles of managing product development may lead companies to failure. If the product requirements change drastically from the time the product is designed to the moment when it is released, it can result in the delivery of outdated products. Otherwise, ineffective change management processes may destroy product development, and the product will never be delivered.
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Andrew Filev, Tuesday, 14 August, 2007
Collective Intelligence Builds New Approach to Project Management
As we all know, the project manager in organizations traditionally has the burden of compiling plans and information for the team’s work. The information is then kept in disconnected files, no matter if it is a Microsoft Word file or a Microsoft Project file. The manager is struggling to bring the project plan to life as all the information on the project is concentrated only around a single person - himself. He first has to pull facts out of employees by meetings and e-mails, then put them into a file, then update the information, then communicate it to upper management and clients. The usual means of getting information from your employees turns out to be time-consuming and effortful. This “bottle-neck” effect creates additional, but unnecessary, duties for project managers.
The new generation of Web-based tools unleashes the power of collective intelligence and changes the pattern of project management. It allows associates to collaborate on project plans. Read full article >
Andrew Filev, Monday, 30 July, 2007
New Technologies Transform the Notion of Project Management
The social network phenomenon has already transformed the consumer Web into so-called “Web 2.0.” Major Web players such as eBay, Yahoo, MySpace, and Amazon have opened their portals to communities, adding social elements that caused great interest and demand. Now organizations that aren’t Web-based imply similar technologies in their working processes. Web 2.0 is affecting business processes by offering incredible communication opportunities for organizations known as “Enterprise 2.0.” So now we are witnessing replacement of traditional corporate applications by these newly developed ones.
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