Project Management Issues Discussion

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Talking about Project Management Topics

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Julian Pegg
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New blog “Project Success and Failure: Who’s the Impostor?” is just up

Happy New Year!



My new blog “Project Success and Failure: Who’s the Impostor?” is just up.  

Today’s blog explores a frequent topic on Internet discussion groups: What is the appropriate definition of “project success” and why is it important? The article gives an example of why the definition used in most studies is not just inadequate but counterproductive. Future blog posts will expand on this topic.



Fraternally in project management,



Steve the Bajan

www.TotalProjectControl.com

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Julian Pegg
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Peter Nagy
2 posts
Raymund de Laza
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Tony Greyvenstein
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13 posts
Umar Alvi
3 posts
Sibusiso Mahlalela
0 posts
Michael Samanyayi
3 posts
Simon Gumede
0 posts

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Julian Pegg
1 posts
Peter Nagy
2 posts
Raymund de Laza
17 posts
Syed_Asad
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Tony Greyvenstein
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Ahmed Al-Jubouri
13 posts
Umar Alvi
3 posts
Sibusiso Mahlalela
0 posts
Michael Samanyayi
3 posts
Simon Gumede
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An On-The-Money Column in the December 2014 issue of PM Network

There is an excellent article in Gary Heerkens' Generating Value column in this month's PM Network. The opening paragraph reads:



"Which is better: a project that runs on time and budget and meets its objective, or a project that runs late and overbudget but overachieves on cost savings that have a "change of life" impact?"



For me this topic is SO on point! Every project is an investment, and the value we get out of the investment, all else being equal, is THE key metric.

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Julian Pegg
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Peter Nagy
2 posts
Raymund de Laza
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Tony Greyvenstein
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Ahmed Al-Jubouri
13 posts
Umar Alvi
3 posts
Sibusiso Mahlalela
0 posts
Michael Samanyayi
3 posts
Simon Gumede
0 posts

"Of Saltines and Deadlines", a new blog post

"Of Saltines and Deadlines", the new blog post at www.TotalProjectControl.com, explores the history of the dead metaphor (borrowed from the US Civil War) that is "the deadline". It also discusses how the use of these (often arbitrary) artifacts damages project value and performance, and recommends a better way of managing the time sensitivity of most projects.



Leave a comment for me if you'd like to discuss.



Fraternally in project management,



Steve the Bajan

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Top Posters

Julian Pegg
1 posts
Peter Nagy
2 posts
Raymund de Laza
17 posts
Syed_Asad
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Tony Greyvenstein
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Ahmed Al-Jubouri
13 posts
Umar Alvi
3 posts
Sibusiso Mahlalela
0 posts
Michael Samanyayi
3 posts
Simon Gumede
0 posts

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Julian Pegg
1 posts
Peter Nagy
2 posts
Raymund de Laza
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Syed_Asad
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Tony Greyvenstein
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Ahmed Al-Jubouri
13 posts
Umar Alvi
3 posts
Sibusiso Mahlalela
0 posts
Michael Samanyayi
3 posts
Simon Gumede
0 posts

Project Management in History: Adolf Hitler and the Balkans Fragnet -- analyzing optional work in a historical example

Blog #5: Project Management in History: Adolf Hitler and the Balkans Fragnet is just up at the Total Project Control website   This is a followup to the previous blog, Blog #4: Teddy Roosevelt and the Panama Fragnet. Just click on the Blog button at the top of the page.

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Julian Pegg
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Umar Alvi
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New blog on fragnet cost/benefit analysis: Teddy Roosevelt and the Panama Fragnet

I just posted Blog #4: Teddy Roosevelt and the Panama Fragnet at the TotalProjectControl.com website. Just click on the Blog button to see all the blogs.



The Comments function is now working on the website. So if you have a comment on any of the blogs, the exercises or the site in general, I would be delighted if you would share it. And if you had comments about the three previous blogs, please feel free to write them now. (Of course, I will also be delighted to respond to Comments in this thread!)

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Umar Alvi
3 posts
Sibusiso Mahlalela
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Julian Pegg
1 posts
Peter Nagy
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Raymund de Laza
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Umar Alvi
3 posts
Sibusiso Mahlalela
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New Blog "Marshall McLuhan Was Right!" is up at TotalProjectControl.com

Just posted a new blog (#3) at the website http://www.totalprojectcontrol.com/blog.html



It is titled “Marshall McLuhan Was Right!” McLuhan said: “The medium is the message!” and the media of project management -- its contracts, reports and tools -- can often cause distortions.



This blog explores the idea that many failings in project management are due to human behaviors driven by flawed or misunderstood metrics and ill-conceived contractual clauses.

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Julian Pegg
1 posts
Peter Nagy
2 posts
Raymund de Laza
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Ahmed Al-Jubouri
13 posts
Umar Alvi
3 posts
Sibusiso Mahlalela
0 posts
Michael Samanyayi
3 posts
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