RACI Improved: Structuring Responsibilities with the Help of Project Management 2.0 Software

Andrew Filev , Wednesday, June 04, 2008 comment

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In one of my recent posts I wrote that using project management 2.0 software helps project manager guide his team’s work, delegate some of his initial duties and allocate roles and responsibilities so that they are clear to everybody on the team. Project management 2.0 tools also let one apply some traditional methodologies of structuring responsibilities more effectively. Let’s take RACI as an example.

Social Project Management: Another Point of View

Andrew Filev , Wednesday, April 30, 2008 comment

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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.

How can collaboration and emergent structures do the routine job for you?

Andrew Filev , Wednesday, April 23, 2008 comment

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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.

Bridging the Three Gaps in Project Management

Andrew Filev , Tuesday, March 25, 2008 comment

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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.

Top-down and Bottom-up Project Management: Leveraging the Advantages of the Two Approaches

Andrew Filev , Thursday, February 07, 2008 comment

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Top-down and Bottom-up Project Management: Leveraging the Advantages of the Two Approaches
Significant changes are taking place in management and especially project management today. We hear that organizations, like the New York Times, Tribune Co., Ernst & Young switched from the so-called top-down management style to bottom-up management. Others, including some of the world’s biggest corporations, such as Toyota and IBM, implemented bottom-up management style elements in some of their departments. The popularity of the bottom-up approach to management is growing. In spite of this fact, the discussions about the two major approaches are still hot. Why have organizations become so anxious about changing their management style? If we compare the two management approaches, the answer to this question will be clear.

Definition of Project Management 2.0

Andrew Filev , Tuesday, January 15, 2008 comment

Comments (1)

Today I would like to give a definition to the new term used by me in the title of this blog.

Scrum in marketing: making enterprises adaptive

Andrew Filev , Tuesday, November 27, 2007 comment

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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.

Collective Intelligence Builds New Approach to Project Management

Andrew Filev , Tuesday, August 14, 2007 comment

Comments (2)

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.

New Technologies Transform the Notion of Project Management

Andrew Filev , Monday, July 30, 2007 comment

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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.

RACI Improved: Structuring Responsibilities with the Help of Project Management 2.0 Software

Social Project Management: Another Point of View

How can collaboration and emergent structures do the routine job for you?

Bridging the Three Gaps in Project Management

Top-down and Bottom-up Project Management: Leveraging the Advantages of the Two Approaches

Definition of Project Management 2.0

Scrum in marketing: making enterprises adaptive

Collective Intelligence Builds New Approach to Project Management

New Technologies Transform the Notion of Project Management

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RACI Improved: Structuring Responsibilities with the Help of Project Management 2.0 Software Andrew Filev , Wednesday, June 04, 2008 Comments (0) Tweet In one of my recent posts I wrote that using project management 2.0 software helps project manager guide his team’s work, delegate some of his initial duties and allocate roles and responsibilities so that they are clear to everybody on the team. Project management 2.0 tools also let one apply some traditional methodologies of structuring responsibilities more effectively. Let’s take RACI as an example. Continue reading >> Social Project Management: Another Point of View Andrew Filev , Wednesday, April 30, 2008 Comments (7) Tweet 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. Continue reading >> How can collaboration and emergent structures do the routine job for you? Andrew Filev , Wednesday, April 23, 2008 Comments (2) Tweet 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. Continue reading >> Bridging the Three Gaps in Project Management Andrew Filev , Tuesday, March 25, 2008 Comments (9) Tweet 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. Continue reading >> Top-down and Bottom-up Project Management: Leveraging the Advantages of the Two Approaches Andrew Filev , Thursday, February 07, 2008 Comments (9) Tweet Top-down and Bottom-up Project Management: Leveraging the Advantages of the Two Approaches Significant changes are taking place in management and especially project management today. We hear that organizations, like the New York Times, Tribune Co., Ernst & Young switched from the so-called top-down management style to bottom-up management. Others, including some of the world’s biggest corporations, such as Toyota and IBM, implemented bottom-up management style elements in some of their departments. The popularity of the bottom-up approach to management is growing. In spite of this fact, the discussions about the two major approaches are still hot. Why have organizations become so anxious about changing their management style? If we compare the two management approaches, the answer to this question will be clear. Continue reading >> Definition of Project Management 2.0 Andrew Filev , Tuesday, January 15, 2008 Comments (1) Tweet Today I would like to give a definition to the new term used by me in the title of this blog. Continue reading >> Scrum in marketing: making enterprises adaptive Andrew Filev , Tuesday, November 27, 2007 Comments (4) Tweet 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. Continue reading >> Collective Intelligence Builds New Approach to Project Management Andrew Filev , Tuesday, August 14, 2007 Comments (2) Tweet 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. Continue reading >> New Technologies Transform the Notion of Project Management Andrew Filev , Monday, July 30, 2007 Comments (0) Tweet 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. Continue reading >>	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 >> Get Updates Subscribe via Email Subscribe via RSS Follow me on Twitter Recent Comments Juan Bijzeiy on Are You a Plugged-in Manager? Find out from the Interview with Terri Griffith! 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