PoddarCo

One afternoon, I was just curious to see what kind of results google returns.  Not gleaning any insights from these as the effort is not really justifiable.  Just sharing the fruit of an aimless exercise for fun.  The number is the number of search results returned by Google.

Project Management 135,000,000
“Project Management” 41,300,000

Project Manager 90,200,000
“project manager” 41,800,000

“love project management” 1,990
“hate project management” 182

Why projects fail 64,400,000
“Why projects fail” 12,600
why projects succeed 19,600,000
“why projects succeed” 1,010

pass the PMP exam 162,000
fail the PMP exam 77,600

Risk Management 81,800,000
“Risk Management” 24,200,000

Earned Value Management 14,000,000
“Earned Value Management” 248,000

“Project Management Professional” 1,010,000
“Certified Scrum Master” 37,200
“Certified Project Manager” 74,300
“PMP Certified” 99,900
“CAPM Certified” 9,600
“CSM Certified” 7,540
Agile Project Management 416,000
“Agile Project Management” 184,000

PMBOK 1,140,000

Project Management Training 59,200,000
“Project Management Training” 357,000

Project Management Jobs 60,900,000
“Project Management Jobs” 308,000
“Project Management Jobs Available” 1,510
“Available Project Management Jobs” 6   (LOL…!)

Cheers!
-V

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Occasionally even in your spotless careers, you will come across clients or stakeholders who may be upset with you or your company.  Let me share a personal example.

Early in my career a crucial client meeting was cancelled after a brief discussion between the executives at my company and the executives at a client’s company. However, none of the invitees were notified. This was going to be my first meeting with the client (some introduction, right?). There were at least five vice presidents flying in from out of town just to attend the meeting. Guess what happened on the day of the meeting? They all arrived at the meeting location only to find out an hour before the meeting that it had been cancelled.

No one from either company owned up for the miscommunication. But these people were upset. I let the first few hours pass expecting the executives who had caused the miscommunication to sort it out. But no such thing happened. So the first thing I did next morning was pick up the phone and call every single invitee and apologize for the miscommunication. I took the hit then, on my first call with the client. But it was the best thing I did. It established a relationship. The client turned into one of my most successful ventures and a couple vice presidents became life-long friends.

Sometimes the easiest things are the toughest to do. Talking or meeting face-to-face can work miracles. Just do it.

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A few weeks back I posted a requirements management life cycle.  Since then many of you sent very valuable feedback.  I updated the previous diagram to reflect a more iterative and collaborative approach, especially during the Requirements Identification phase.   I also highlighted how requirements feed into other processes such as Estimating and Release Management (these processes are not addressed in this post or the white paper but stated for completeness).

Requirements Life Cycle - Updated

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For more details on this click here to download the white paper

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