When you are assigned to a project during its infancy, it is easy to get the project to follow the lines you lay out. You are there at the beginning and you have a good commanding view of the landscape. But what should you do when you inherit an existing project that is already in trouble? Finding the missing elements will help recover your project.
Connect In Person
Is Your Agile Transformation Set up to Fail? Find out at the PMI® Organizational Agility Conference 2016, FREE and Exclusive for PMI Members. We know there are barriers that slow your organization’s ability to be agile: failed agile transformations, complex organizational processes, team dynamics and the uncertain role of the PMO in an agile environment (just to name a few). Attend the PMI Organizational Agility Conference 2016 to get help breaking down these barriers. It’s free for PMI Members.
We've all been in this situation: the project is falling behind schedule. Project team members come to you expecting answers. Vendors are late. There are numerous bugs in your code. How do you handle the situation? You need the ability to solve problems creatively. In this webinar, you will learn how to use mental models from multiple fields to solve problems faster.
Closing Q&A webinar for July Book Club on The Project Manager's Little Book of Cheats
An essential skill we as PM professionals need to recognize is Project Relationship Management or PRM. This presentation takes a look at each of the essential relationships encountered during the life cycle of a project and the effective development, cultivation and maintenance of each.
Save Time With Tools And Templates
This Power vs. Interest Matrix template—developed with Microsoft Excel and little bit of Visual Basic for Applications (VBA)—is the ideal tool for stakeholder analysis. Fill the fields with your stakeholders name, give a number to power and interest, classify the engagement and write the stakeholder's expectations. After all stakeholders are identified, print the matrix and keep monitoring the power and interest of each stakeholder during project execution.
This template can be used for communication planning, and listing the intended audience or recipient of the message that is impacted by the project success or failure. The template is a register for understanding communication-related expectations and preferences, timeline and the communication medium used. Confirming what is needed to know, views and thoughts, and the feedback of the recipient can also be tracked. The template should be filled by the project manager or the project lead.
This template can be used to track individual concerns, priorities, updates and development areas required during 1x1 connect meetings. The action items resulting can be used as a basis for your next 1x1. It should be filled and documented by the person conducting the meeting. The template results in better understanding and planning development opportunities for an individual team member. The documented template can also be used for year-end appraisals.
This presentation template is a formal customer-facing status report used for medium to larger projects, or for reporting multiple projects with the same stakeholder audience.
This brief checklist is intended to help project managers ensure they are ready to conduct project kickoff sessions. Project managers should review the questions asked in this checklist and make notes of any items that are unclear/outstanding /etc. Any areas that are still unclear require action plans.
Learn From Others
The July Book Club Q&A Closing Webinar – The Project Manager's Little Book of Cheats was packed with information, and below are the extra questions and answers that came out of that session.
The webinar Reality Bytes: Working Effectively with Virtual Teams was packed with information, and below are the questions and answers that came out of that session.
Collaboration has become a vital tool in modern project execution, but not all organizations know how to ensure it happens in the right way. How do we foster effective collaboration while still ensuring our teams and individual team members are accountable for delivering on time, scope and budget?
Stats don’t show a gleeful picture of the software industry. So what’s the main problem? Are we relying too much on management tools, or are we not able to apply book knowledge into practical scenarios? Are we becoming modern-day zombies who are managing projects as machines without applying people management skills? Here are some proven mantras for successful project managers.
It is critical that business leaders have the ability and courage to mitigate risk up front and actively monitor and act on project risks and performance as early warning signs materialize. Here we look at a framework to help business and project leaders actively, transparently and honestly monitor risk and issues through the entire project lifecycle.
Every project has its own share of organizational politics. As a project manager, you have to be aligned with organizational goals. Manage stakeholder expectations and relationships in an agile manner in order to stay on top of the game and make sure that your team performs at the highest possible level.
Rules of Considerate Conduct and the Aspirational Standards of the PMI Code of Ethics and Professional Conductby
The aspirational standards of the “PMI Code of Ethics” provide practitioners with the “what” of professional and socially responsible conduct. Applying Forni’s Choosing Civility: The Twenty-Five Rules of Considerate Conduct can enhance the “PMI Code of Ethics” with specific actions and behavior and support more effective management of project management processes, especially communications. The discussions that may result can further benefit project managers and their teams.
Processes are only as good as their last review. There should be a constant review cycle for ensuring that processes are improved when necessary—and documenting that is vital to the team.
When the going gets tough in project risk management, you have to get tough with your tactics. Get the key participants you need in the session through proactive invitee management. Get the risks identified during the session by using pre-selected, mentally stimulating terms and phrases.
どんなプロジェクト・マネジャーも彼らが関わった幾つかのプロジェクトが、どれほど酷く、誤った方向に向かったか、といった苦労話を語ることができます。事実、プロジェクトは計画 通りに進むことは滅多にありません。なぜなら、将来に発生する全ての可能性を計画に盛り込 むことは不可能だからです。プロジェクトマネジメント協会(PMI)がプロジェクトを開始する前 に、コンティンジェンシー予算を確保することを推奨するのは、そうしたプロジェクトが計画 通りに進まない時の緊急時に対応するためです。
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