The Impact of Company Culture and Resolving Resource Overloads

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	Anticipating and Resolving Resource Overloads. Project resources come in many forms and can include materials, equipment, cash and workplaces. In this article, Tom Clarke focuses on personnel, the resource usually of greatest concern. Building an Initiative Oriented Culture. One of the critical factors to affect the success or failure of projects is company culture. Ruchera Chatterjee and Catherine Daw examine how the right culture can overcome gaps in process and infrastructure while an adverse culture can sabotage even the best process and intent. Crisis or Opportunity? Lead like Barack Obama! In troubled times, the need for effective leadership is critical, says Bryn Meredith. He uses Barack Obama as an example and presents a list of words used to describe him, and suggests companies should look for some of these qualities in their own people. Lessons from the CEOs of GM, Ford and Chrysler. Regular blogger, Ilya Bogorad is astonished at the performance of the CEOs of the Big Three automakers as they went to Washington for money – unprepared and unabashed. The Rules of Lean Project Management. Claude Emond continues his blog series with Rule 5 and discusses the benefits of making choices and commitments at the last viable moment. Project Times Webinars. Fast Tracking Project Concepts. So you’ve been assigned a complex, poorly defined project concept… now what? Pre-register for this webinar now and earn 1 PDU upon viewing it. Check out our other free webinars covering everything from fast tracking project concepts to predicting project outcomes. Just click on Webinars and you’re there. Let us know what you think of this issue and any thoughts you have or future content. And thanks for joining us. Anticipating and Resolving Resource Overloads By Tom Clark The Concept of a Project Resource In the context of project management, a resource is any entity that contributes to the accomplishment of project activities. Most project resources perform work and include such entities as personnel, equipment and contractors. However, the concept of a resource (and the techniques of resource management presented in this article) can also be applied to entities that do not perform work, but which must be available in order for work to be performed. Examples include materials, cash, and workspace. This article focuses on the resource that is of greatest concern to most organizations – personnel. In a project management system, personnel resources may be identified as individuals by name or as functional groups, such as computer programmers. Read Full Article Crisis or Opportunity? Lead like Barack Obama! By Bryn Meredith In recent months our headlines and the world’s attention have been directed towards two things, the US Presidential Election and the drastic downturn in the economy. These issues are both separate and related. Read Full Article Building an Initiative Oriented Culture By Ruchira Chatterjee and Catherine Daw Today’s businesses are pushed and pulled in many directions. Strategy execution has been recognized as critical by leaders and organizations to give the edge and competitive advantage over competitors, and is needed even more in the turbulent times we face. And yet, statistics and results indicate that most organizations do not execute strategy successfully – in fact less than 34% of corporate strategy is ever executed and many initiatives fail to deliver the expected and necessary results. Common challenges include: introducing and managing change, rapidly changing landscapes and markets, and the effective use of human capital. Read Full Article 1 PDU WEBINAR: Fast Tracking Project Concepts Pre-Register for Webinar Now Earn 1 PDU for viewing this Webinar! So you’ve been assigned a complex, poorly defined project concept… now what? Nothing is worse (or better) for a senior project manager or analyst than being handed a project that is: strategic, very large, and way outside your comfort zone in complexity. These projects will sometimes roll around the halls of big companies for months while they struggle to gain sufficient momentum and clarity to really move forward with a sense of purpose and direction. Let’s say one of these career-bruisers/-builders is yours? What do you do next? This session is about the tactics of early-stage project intake and clarification – getting clarity efficiently. 3 Learning Objectives Inside the project intake process – why is intake so dysfunctional? The action plan – simple steps that drive project clarity and milestones that deliver benefit. Targeted result – time tested deliverables that work Pre-Register for Webinar Now Highly regarded as the top resource for today's Project Manager, ProjectTimes delivers quality insight on the topics and issues affecting skills development, program and portfolio management, software integration, life-cycle management and Agile methods. ProjectTimes is also a source of information on key industry events and cutting-edge PM insights from significant industry figureheads. The Rules of Lean Project Management - Claude Emond Lessons from the CEOs of GM, Ford and Chrysler - Ilya Bogorad To ensure delivery, add info@projecttimes.com to your address book.

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