As a Knowledge Management (KM) practitioner, I am frequently frustrated by project managers who tell me that KM is all about writing things down in lessons learned databases.
As evidenced by the taming of fire, invention of stone then metal tools, up through the Pyramids of Giza through to todays Burj Khalifa and plans to send men and women to Mars, project management has been an inherent part of mankinds evolution.
It doesn’t seem that long ago that project assurance was the preserve of large government departments and corporates that had the money to spend on it.
The film (adapted from the play) 'A few good men', is about proving a conspiracy to cover up the murder of a US Marine.
This is the first in a monthly series of posts looking at the fundamentals of project management for anyone new to the profession or those considering entering it.
Since we began a pilot development programme in April last year, we have seen a 40% increase in project management capability compared with existing methods.
Savvy project managers understand the interplay between the metrics we use on a project and the project environment.
Traditional costing models for new systems and new buildings in industry, defence or government, have tended to focus on the costs of acquisition and implementation, with scant regard for the costs of running the system or decommissioning after use.
Project management is well served with bodies of knowledge, methodologies and other guides that give those new to the discipline a starting point for learning.
When people talk about stakeholder management on a project, they seem surprised that the PMO has any influence.