5 Most Common Mistakes in Managing Multiple Projects: Learn to Avoid Them (Part 4)

Andrew Filev , Friday, April 30, 2010 comment Comments (14)
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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5 Most Common Mistakes in Managing Multiple Projects: Learn to Avoid Them (Part 2)

Andrew Filev , Sunday, March 28, 2010 comment Comments (8)
This is the second post in the series about 5 most common mistakes people make in managing multiple projects simultaneously. Before you read this piece, please take a look at 5 Most Common Mistakes in Managing Multiple Projects: Learn to Avoid Them (Part 1).
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Many-to-Many Structure Flexibility vs. Stiff One-to-Many Hierarchies

Andrew Filev , Wednesday, July 16, 2008 comment Comments (2)
Dave Prior and Bob Tarne have recently blogged about the so-called post-modern project management with a reference to Dr. Davidson Frame. Their idea is that there are lots of methodologies available, and that in real life, there can’t be just “one true way” for managing a project. Each project is unique, and each time we need to find a new way of managing and completing it, very often mixing several methods and techniques. This is the creative part of the project manager’s job. The project manager needs to be flexible and try to view his or her project from different angles to understand which methodology he or she should apply and how to use different methods together harmoniously. Here, the right tools will be a great help. Project management software should support a manager’s flexibility, giving him or her options to look at the same project from different perspectives.
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RACI Improved: Structuring Responsibilities with the Help of Project Management 2.0 Software

Andrew Filev , Wednesday, June 04, 2008 comment Comments (0)
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.
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How can collaboration and emergent structures do the routine job for you?

Andrew Filev , Wednesday, April 23, 2008 comment Comments (2)
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

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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