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Archive for the ‘Project Management’ Category

 

Invitation to Join Thinktank Group

Saturday, March 17th, 2012

Group on Strategy Execution through Project, Program and Portfolio Management on LinkedIn.

Extending an invitation to you to the following group – StrateXecution. The purpose of this group is to become a thinktank around the topic of strategy execution through Project, Program and Portfolio Management. One of the main objectives is to raise the perception of value of project management amongst the ‘C-level’ and Senior Executives.

StrateXecution – Click here for details.

Can a Project Manager become the next CEO?

Saturday, March 17th, 2012

I have seen that for many years, even decades, that CEO’s hardly ever came from a project or program management position. The next CEO was mainly coming through three different channels (either from within but also from outside):

a) from Finance (if the company required cost containment and/or cost cutting)
b) or from Sales/Marketing (if the company had to increase their top line and focus on business development)
c) or from R&D/IT (if the company was highly technologically driven)

A few years ago, I heard that the new CEO of Siemens was a person who had been working as project/program manager and internal consultant (he actually was leading the corporate internal strategic consulting division). This person had a very broad understanding of Siemens multiple divisions, but at the same time, he was someone who had proven that he could make things happen (good at execution).

Do you have some views on this topic? Do you think that companies should enforce this career path for future CEO?

How to differentiate between Projects and Programs?

Thursday, March 8th, 2012

Is there one absolute (quantitative) definition which will finally get rid of the ambiguity? What do you think?

Over the past years, I have noticed that every company has a different
definition of what are projects and what are programs…………. and the
result was……. that none where comparable. Even within the same company, the use different definitions between businesses a unit, which creates lots of confusion.

I looked into the definitions in books, in PMI, in Prince 2, in IPMA and unfortunately, they all have some differences, which don’t take the ambiguity away.

I was think that the best would be if we could define a list of
quantitative criteria to make the difference, for example, a program
would have more than 20 members, a duration of more than 18 months, a
budget of %……….

What do you think ?

 
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