Fritzerland

As an avid lover of both aviation and project management, I have had the privilege of exploring two distinct worlds that seemingly have little in common. However, as I embarked on my journey as a pilot and later transitioned into a program manager, I discovered intriguing parallels between the two. Let me take you on a fascinating flight, sharing my experiences, insights, and the unexpected connections between the art of flying and being a program manager. Flying an airplane and managing projects may seem like two entirely different realms, but beneath the surface, they share intriguing similarities that can provide valuable insights into effective project management. Both endeavors demand careful planning, skilled execution, constant monitoring, and adaptability to unforeseen circumstances. In this blog post, we explore the fascinating parallels between flying an airplane and project management, highlighting how principles from aviation can enhance your project management Continue Reading

As a project manager, I have personally experienced the numerous challenges that come with overseeing complex projects. However, the advent of Project Management Offices (PMOs) has revolutionized the way we work. In this blog, I will delve into how PMOs can significantly enhance our efficiency and alleviate the burdens we face. From providing standardized methodologies to fostering communication and collaboration, PMOs have become indispensable assets for project managers seeking streamlined workflows. Standardized Methodologies One of the primary ways PMOs make our work easier is through the implementation of standardized methodologies. By developing and enforcing consistent project management practices, PMOs ensure that project managers have a clear framework to follow. This not only saves time but also facilitates seamless coordination between teams. With standardized methodologies in place, project managers can focus more on the strategic aspects of their projects, Continue Reading

Picture this: another project on the horizon, and I turn to the timeless wisdom of Socrates. He once said, "Strong minds discuss IDEAS, average minds discuss EVENTS, weak minds discuss PEOPLE." It's not only thought-provoking but also holds the secret to fostering better teamwork. In the world of projects, we often get caught up in the details of events and the dynamics of different personalities. But Socrates reminds us that the real magic lies in focusing on ideas. So, let's break it down in a simpler way. When we discuss ideas, we encourage everyone on the team to contribute their thoughts and insights. We create an environment where curiosity is welcome, and no idea is too outlandish. This helps us go beyond the ordinary and find innovative solutions to challenges. On the other hand, talking about events can be a bit dull. Sure, deadlines and progress updates are important, but they shouldn't dominate our conversations. By shifting our focus to ideas, we open up a Continue Reading

Being a boss comes with a great deal of responsibility. As leaders, we have the power to shape the working environment, motivate our employees, and drive success. However, not all of us are perfect in our roles. In fact, I have come to realize that I was once the worst boss ever. I want to share my story, acknowledging my mistakes and discussing the valuable lessons I learned along the way. Join me on this journey of self-reflection and growth as I explore the dark side of my leadership and how I managed to turn things around. The Clueless Leader When I first stepped into a managerial position, I was clueless about what it truly meant to be a leader. I lacked the necessary skills and knowledge to guide and support my team effectively. In my pursuit of success, I lost sight of the human aspect of my role, reducing my employees to mere cogs in a machine. My ignorance led to a toxic work culture and disengaged employees. The Tyrant Takes Over As my frustrations grew, I Continue Reading

Being a (project) manager requires you to be a master of all trades. You need to have a handle on accountancy while being an expert strategist, motivating a team, and managing the time of many people. No one says it is easy, and managers often fall into bad habits. Self-knowledge is critical to taking control. Find out how to set yourself apart from the (project) managers your boss considers the worst performer on the team: don't let that be you! I found a great video from Jennifer Bridges PMP, CHPC, founder of PDUs2Go.com and director of ProjectManager.com. You can have a look at the video right here.  Nobody's perfect. But imperfection is not the same as perpetuating bad habits or behaviors. Here is a list of eleven bad habits Jennifer identified which make a "worst" (project) manager: Many people find themselves running projects and leading teams without formal training. There are also plenty of people who are highly certified and experienced project managers who perfectly Continue Reading