Andrew Filev, Wednesday, 16 July, 2008

Many-to-Many Structure Flexibility vs. Stiff One-to-Many Hierarchies

Category: Collaboration , Project Management 2.0 , Social Project Management , Collective Intelligence
Tags: many-to-many, planning,

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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Andrew Filev, Wednesday, 04 June, 2008

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

Category: Project Management 2.0 , Social Project Management , Collective Intelligence
Tags: many-to-many, planning, agile project management, emergent structures

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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Andrew Filev, Wednesday, 23 April, 2008

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

Category: Collaboration , Project Management 2.0 , Social Project Management
Tags: many-to-many, planning, emergence, emergent structures

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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