The Long Tail of Project Management
, Tuesday, December 08, 2009
Comments
(16)
Why Project Management 2.0 Is a Different Ball Game
, Wednesday, November 04, 2009
Comments
(42)
 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. Changing Hierarchy into Network?
, Saturday, August 25, 2007
Comments
(0)
Before I start digging into project management transformation due to Web 2.0 technologies, I would like to share some thoughts on the basic impacts of Enterprise 2.0 on companies’ structure and corporate culture.
Continue
reading >>
One of the most important impacts of Enterprise 2.0, as I mentioned in my previous post is changing the management pattern inside an organization. Professor Andrew MacAfee of the Harvard Business School, who coined the term “Enterprise 2.0” in 2006, believes that new generation technologies, while penetrating into companies, will be able to empower employees and decentralize decisions, thus liberalizing management. This means hierarchical structures, employed in many organizations, will eventually be modified into flatter management patterns. Collective Intelligence Builds New Approach to Project Management
, Tuesday, August 14, 2007
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.
Continue
reading >>
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. |
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 >> 
Recent Comments
CategoriesTagsBlogroll
|
). I will save you the joy of reading it, and I won’t recount his whole work here. I still wanted to share an interesting story about collective intelligence from his book. Anderson writes that, today, NASA often calls on amateurs to watch for specific asteroids that might be headed for Earth. It all started when amateur astronomers helped to make observations of Supernova 1987 that led to the confirmation of a key theory explaining how the universe works.