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Michel Dion

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Michel Dion is a CPA and PMP, living in Ottawa, Canada with his wife and 2 kids. He also has a certification in Internal Audit (CIA), Risk Management (CRMA) and Fraud (CFE). Michel has managed in his career many projects, including special initiatives and emergency projects. He is developing a website called Project-Aria, and is very active in the project management community on the web. The key areas of focus of Project-Aria are project management, leadership, productivity, mind and health, and career and training. He has loved technology since the moment he played on the TRS80 a while ago. Despite that, his two sons insist that they know more about technology than him. Sometimes, he will comment on other subjects, as he likes fitness, travel, chess, photography, and music. He also has a goal of mastering four languages: English, French, Spanish and Swedish. Pay Michel a visit at Project-Aria by clicking the button below.

January, 2017

  • 23 January

    So They Called It a ‘Project’… but Is It?

    Many large organizations have projects. The level of attention provided to these corporate projects can vary a lot, along with the rate of success. In organizations with significant operations, it is very easy to minimize the importance of proper management and leadership on projects. Projects are notably different from regular operations of the organization. They are not secondary activities that are managed on the side of the desk, whenever someone has time for it. It ...

November, 2016

  • 4 November

    Two Rights Make a Wrong in Project Management

    Beyond all the tools and techniques of project management, there is an essential requirement that must be present throughout the life of the project: a common understanding. Leadership skills are essential to keep the focus on this key element. It is easy for one person to think that they understand, but this is only one view of a situation. A common understanding is obtained when both parties have the same understanding of the project. Different ...

August, 2016

  • 12 August

    Shallow Leadership: When Projects Succeed in Spite of You

    It is nice to see project leadership is discussed more and more. It is becoming known that tools and techniques are not sufficient to succeed on any project with a minimum level of complexity. Project managers will need to demonstrate good leadership skills to successfully manage their projects. Leadership enables you to achieve better results, reach goals, and inspire people along the way. Strong leadership skills help the project manager in numerous ways: Ability to ...

June, 2016

  • 24 June

    The Missing Link in Your Project Process

    We are project managers. We know the importance of establishing a proper process to manage our project. It is a matter of effectiveness: We want to achieve the results. It is also a matter of efficiency: We want to use the most optimal process. Choosing and establishing the best processes for your project is an important step in managing your project. Let’s take the world of software development. The process can include many steps, such ...

May, 2016

  • 9 May

    Death by a Thousand Cuts: The Decisions That Bleed Projects Dry

    Decisions in project management From the project initiation to project closure, decisions are an essential part of project management. For simple projects, it will rarely be an issue. The most usual problem would be that project decisions are only made informally. There is a temptation on simple projects to keep processes simple. However, while it is important to keep the processes aligned with the size of the project, it is essential to correctly manage decisions. ...

February, 2016

  • 29 February

    Are You Really Collaborating? Too Much Communication Also Kills Projects

    The value of collaboration within a project Project management is very task-oriented: focused defining and managing of all the tasks that must be done to achieve a specific objective. To accomplish these tasks, it is important to consider the people involved and impacted by the project. A good project leader will be able to develop a positive working relationship and maximize communication within the project. Let’s take the development of an enterprise IT application to support ...

January, 2016

  • 8 January

    Owning the Solution: Not Every Project Is an IT Project

    What is the most important role in a project? It is the business owner of the deliverable. This is even more important with IT projects. It is too easy to assume that the development of a business application is an IT project. After all, this is a software; it requires IT expertise. But is it really an IT project? Sometimes it will be an IT project, and sometimes not. The key question is to know ...

November, 2015

  • 20 November

    Formal Communication Will Not Save Your Project from Failure

    We often hear that communication is important while managing a project. It is often said that it is a significant role of a project manager. It can be true at times. And if your project has the following characteristics, communication will be even more critical: Large project team Numerous stakeholders Groups with diverse point of views and objectives Groups with conflicting schedule High level of complexity High level of uncertainty In such context, mastering communication ...

September, 2015

  • 9 September

    Communication Is Not Enough: How to Manage Project Relationships

    We often hear about the importance of communication in project management. Some even claim that the job of a project manager is 90% communication. I guess it is true that we must communicate a lot, especially if we are a part of a project involving numerous stakeholders and a large project team. While this can be accurate, it also misses the point. PMBOK blind spots PMBOK includes a chapter on communication and another one on ...

July, 2015

  • 15 July

    It’s Not Too Late! How to Optimize the Governance of a Project

    Strategic importance of monitoring and reporting Monitoring progress on a project matters, and it is essential to communicate back in a timely manner with the project sponsor, the client, and any other governance committees relevant to the project. The goal of these communications should be to adequately support the project and enable it to succeed—not to fill the agenda of senior executives and put a checkmark in the box for reporting. Sometimes, monitoring and reporting ...