Andrew Filev
, Sunday, May 16, 2010
Mistake #5: Poor interactions within your team and with clients
The last, but not least, most common mistake project managers make when managing multiple projects is inefficient communications. Poor communications within a team lead to misunderstandings and therefore to mistakes in project work. If your project lacks communication with clients, you and your client might end up with two different project visions as a result. In any case, miscommunication will result in loss of time and money, as well as in increasing your stress.
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Andrew Filev
, Friday, April 30, 2010
 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.
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Andrew Filev
, Monday, March 22, 2010
 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.
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Andrew Filev
, Wednesday, January 20, 2010
 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.
Aligning the means between individuals, project and organization is a Herculean task for any Project Leader. The means are the rules of the project. The way things are done.
Following are two strategies that can be used to align means. To provide you with some ideas. To start the discussion.
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Andrew Filev
, Wednesday, November 04, 2009
 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.
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Andrew Filev
, Wednesday, October 14, 2009
 This is a guest post by Bas de Baar, the author of ProjectShrink.com. 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.
As a Project leader you are dumped in an organization you have never seen before. You get people assigned you don’t know. The organization prescribes methods and tools you don’t like. And of course, there are a gazillion of unwritten rules.
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Andrew Filev
, Wednesday, April 22, 2009
In my two latest posts (about Level 5 Leadership with Project Management 2.0 here and about Leading Collective Intelligence) I wrote about leaders and leadership aspects in Project Management 2.0. Now, it’s time to discuss project teams and their transformations in the PM 2.0 reality.
Andrew Filev
, Friday, March 06, 2009
In my last post, I raised the question of how a new type of leader that emerges with the development of collective intelligence looks like and what his/her role is. We concluded that Project 2.0 leader’s role is to motivate his/her team and make the team members more productive, in order to complete the project on time and on budget. He or she needs to be able to guide the collective intelligence of his or her team and leverage it to the benefit of the whole company. Now I hope to enrich my initial idea with thoughts taken from a well-known Level 5 Leadership concept, introduced by Jim Collins in his “ Good to Great” book.
Andrew Filev
, Thursday, February 12, 2009
It’s been a long time since I wrote my last post. The end of the last year and beginning of this one were very busy and exciting. I was participating in several industry conferences, meeting new people, getting new ideas from them and picking up some interesting topics. One of them is leadership in project management. The development of collective intelligence and collaborative Web 2.0 solutions gives this topic a whole new angle. I thought of writing a couple of posts, reflecting on my perception of leadership in the age of collective intelligence. So here’s the first one.
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