S2E27 - on Data Driven project management

A review of the myPARM project management software, by using the Project Canvas as a frame of reference.

what is data driven project managent; the triple ladder from data to information to knowledge; covering types of data to collect for each tile of the Project Canvas (check out the Canvas series); from data to reports and analytics; benefits and pitfalls; what you measure measure gets highlighted, what you measure creates a meaning

interview with Beverly Pasian on stakeholders, including the following topics: project management research, smart city projects, categorization / model for stakeholder engagement, stakeholder as victim, representativeness, unexpected stakeholders, consequences of decision who is recognized as stakeholder, sabotage and bribery, importance of planning stage, responsible PM and knowledge of stakeholders, technique of "rich picture", legacy stakeholders.

interview with Richard Middelkoop on plan and control, controls in early project phases, budgets, baseline changes, KP's, use of tools, interfaces between subteams, integration, linking pins, suppliers and supply chain, different parameters for plan and control depending on project type and setting, earned value, using statistics.

discussing the Thomas and Kilmann magic quadrant conflict handling model. adding considerations about reasons for conflict, factors for selecting how to handle a conflict, and the influence of cultural background on selecting a preferred style of conflict handling.

many organisations have difficulty implementing 'best practices'. looking at this issue from the perspective of social practices theory, we find three elements that define every practice: materials; competences; and meanings. we look at how practices change over time, and how new ones are introduced while old ones get discontinued. this helps to understand why your organisation or your ptoject team will or will not be able to adopt any best practice.

topics covered in this interview are related to Omar's analysis of PM in the Arab world : obsession with 'just get it done'situation-dependency of what's the best attitude for a PMlionization of the PMhow PMs treat their teamspersonalize leadershipimportance of critical thinkinginnovationtransparencytrust and accountabilitycreativity in projects and NGOsmanagement of giga-projectsexpectations for the next decades

looking at risk management from a few perspectives: history, analytical, and the common approach to risk management. giving insights into the benefits and the limitations of risk management. covering both the quantitative and the qualitative approaches, and reconciling them.

on the impact of AI on project management

scope creep is related to a baseline. you can still have scope creep in an agile project.understaning scope creep as part of the mechanisme of operationalization (which is a fundamental process happening in any project). how to deal with scope creep when it happens.how to prevent scope creep by using rigorous quality control.QFD as the recommended tool against scope creep (quality function deployment).