Rosemary Hossenlopp

I was in an airport last night waiting to board a flight back to SFO. I couldn’t avoid seeing or hearing the TV’s blaring out commentary on Tiger Woods. Larry King droned on…What he said, comparisons to apologies from other political leaders, the standard (or lack therefore) for sports figures. Everyone had an opinion.
What is [...]

Organizational Project Management (OPM) is the systematic management of projects, programs, and portfolios in alignment with the organization’s strategic business goals according to PMI.

Launching this Friday, Project Management Institute (PMI) has a new community, the Organizational Project Management (OPM) Community of Practice (COP.) It is a virtual community of project management professionals that will talk about how to integrate project, program, portfolio management practices with the management infrastructure of an organization.

The absolute minimum criteria for any successful project manager is having a track record of delivering projects on time and on budget. Increasingly project managers are no longer solely evaluated on project performance, but they also need business acumen and organizational agility to survive industry and organizational upheavals.  
So what is business acumen? According to [...]

I was invited to participate in writing the 77 Sins of Project Management. I had fun looking over the juicy list of sins. It was hard but I choose Blaming, Rigidity and Satisficing. Why? I had some great project examples and suggestions for project improvement. My thoughts:
Blaming is an assertive, aggressive and often [...]

Project management portfolio offices have a tough job of figuring out how to create a portfolio of projects that provide the most value to an organization. There are bunches of obstacles to creating and maintaining a set of projects that can deliver the most benefits to the enterprise.

PMO’s have a tough job of figuring out how to identify and manage benefits on programs and projects.  A program is a set of related projects, managed in a coordinated fashion. The added cost of the program or project management office (PMO) is expected to be offset by the benefits of someone coordinating all the [...]

Organizational project management (OPM) is the bridge between project work and operations. The enterprise is better served the more fit there is between which projects are done and strategic plan The organization benefits if high-value projects are executed well so the ongoing operations can use the project outcome.

Technorati Tags: PMO

There is a buzz in the project management industry. Why? Well, it is no secret that many projects can’t answer this important question very well; what value do you provide the organization?
So, I’m kicking off a series on Organizational Project Management. What is that? It is a thought that somehow we should better align project [...]

Project Management Institute (PMI) is currently reviewing a business case to start a new Virtual Community (VC) on Organizational Project Management. It is anticipated that PMI(r) will launch this VC in the fall of ’09. This community will provide information to project management practitioners. This VC will also target organizational business management leaders on topics [...]

Courage is positioned as a pivotal issue for project management panache by Mike Levy. Courage is facing difficulties without fear. So what’s to fear in project-land? Plenty!
Let’s name a few fear factors:
•    Potential loss of job
•    Actual loss of team members
•    Churn in project portfolio’s
•    Confusion in corporate goals
•    Lack of time for skill development
•    [...]

Craig Brown in his Monday comment professes that project management panache requires presenting information with no fear. When the news is bad; it takes pluck and power and prowess.
What is pluck? It is passion, grits and guts for a subject. For me; project performance improvement is my passion. I, like Craig, talked about the Chaos [...]

Project management panache packs a punch when project managers are perceived as “having expertise in a critical area.” Andrew Meyer pressed this powerful point in response to the first blog on panache.
Expertise is defined as providing unique interpretations and insight (readmore). Andrew also posited that this is the may be the only protection against project [...]

My prodigiously prolific project management peers have several deliciously witty answers to the question; “what provides a project manager with the panache needed to stand strong in tough situations?” yet, none walked away with the text book answer. A textbook answer is. . . . (can you hear the drum roll crescendo?)
•    Context in which [...]

What’s panache? Its your distinction style. You know project managers who have a special sense of dash, verve, or flair? They seem to consistently pull off tough conversations with apparent ease and confidence. And they get noticed and get recognition and respect.

Announcement. Announcement. The survey results from this week states…

50 % say your biggest pain point is finding your next engagement
31 % want to be more successful in working with your clients
6 % want tips and techniques on running your business

Yes! These are key pain points for our industry.  How do you get motivation and help [...]

Making yourself into a publicity machine is a way to consistently have an opportunity to have discussions with project manager hiring decision makers Being a project management expert is the path to success to accomplish this goal

A desire to contribute to this industry is another facet of a successful project management consultant mindset. It is the key to establishing an expert status in your project management area. This is the way to getting invited to engagements. Stop being viewed as just another project manager who has to compete on price alone.

The Consultant’s Mindset: Use your project experience to share your fresh, relevant and targeted interpretation of trends, needed skills and cutting-edge tools to improve project results.

In this economy you need to find the fastest path to cash. That may mean taking a contract job while waiting for your next job. But many of you, this is time to rebrand yourself as a contractor and turn up the dial closer to a score of 50 on our Project Management Contractor test.

Project management is undergoing wrenching global changes. The economy is forcing management to fundamentally rethink the employment paradigm. Outsourcing in the 90’s began to impact our projects. This century, the full force of societal shift is upon us and we are now outsourced. To survive, we need to rejoin the project team as a contractor.