In this article, we look at the key to schedule success, historical and repeatable tasks, why schedules fail, how to eliminate the target date tango and build a schedule defense that manages the risks.
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Overwhelmed by how technology is transforming project management? Looking to increase your productivity and learn new tech tools but don't know where to begin? No matter what your focus—medical, manufacturing, product design or otherwise—this virtual day of learning will deliver years of enduring value, with exclusive insights on how project managers are using new technologies. Register today!
March Book Club - Project Management, Denial, and the Death Zone: Lessons from Everest and Antarctica
March Book Club Closing - Project Management, Denial, and the Death Zone: Lessons from Everest and Antarctica
Inspired by Star Trek Next Generation's Jean-Luc Picard's saying, "Make it so, number 1," this webinar explores the underlying causes of project failures and offers practical ideas on how to improve your project success track record.
Evidence is showing high rates of natural resource project failure, where stakeholders’ conflicts, regulatory and policy-related challenges, and unfavourable external environments are cited as primary causes. These often stem from environmental performance concerns and legacy issues of past practices. And beyond that, breakdowns in communications, and an incomplete identification of relevant risks and requirements, have been recognized as root causes.
A great deal of project and program management is focused on development, operations, and maintenance efforts. Looking at a Technical Readiness Scale (TRL) most projects fall into TRL 5-9, the more mature end of the scale. There is, however, portfolio, program and project management at the earlier TRLs that address early engineering (TRL 4/5), research (TRL 2/3), and fundamental science (TRL 1/2). There are significant differences in risk, personnel, stakeholder and other areas requiring management. This webinar takes a look at portfolio, program , and project management in these early TRLs in with the goal of eventual commercialization and movement of science to product or service.
Save Time With Tools + Templates
Use this template to keep track of crucial information for your Business Continuity Planning (BCP) and Disaster Recovery (DR) test report. This template includes sections for scope, acceptance criteria, assumptions, lessons learned and more.
This template is designed to assist in the identification of potential challenges that may be faced by a project, and to determine which elements need particular focus when it comes to resource selection, risk management, etc. It will also serve as a support for cost and schedule planning – the high-complexity areas here are likely to cost more and/or take longer to implement satisfactory solutions for.
This sample Project Charter, aligned to A Guide to the Project Management Body of Knowledge (PMBOK®Guide), includes sections for project goals, success criteria, risks, assumptions, restrictions, budget and more.
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.
Learn From Others
Continuing to develop a failing project is a big challenge. Improving the environment and culture to ensure successful delivery requires integrating the bottom-up approach from a small task level with a top-down orientation of strategic management. Learn how to diagnose failure and implement useful techniques.
|A.||You are using the incorrect project processes. If you have exhausted the ones commonly used in the United States, try PRINCE II, DSDM or DSDM Atern (agile). They have a 96.43% success rate in European countries.|
|B.||While PMI standards try to pass along the collective wisdom of experienced, active colleagues, there are always so many unique situations that these can only be general guidelines. Sometimes you have to develop your own process to stop failures or quasi-missteps that aren’t happening in other places.|
|C.||When projects fail, it is usually the organization’s internal processes that are at fault. If they tie your hands or don’t provide you with the lines of communication you need, you are powerless to succeed with even the most talented and dedicated team.|
|D.||It is a misconception that any projects can achieve 100% of their goals. Average the cost, schedule and quality rates for the last 100 projects completed in your organization. If you meet those metrics, you have done an exemplary job as the project manager. Update these statistics to set new goals each quarter.|
No matter how hard we try to prevent it, there are times when our project teams feel overwhelmed. How do we manage those stressful times effectively?
Do you have team members that don't want to be seen as negative thinkers, thus hindering your risk management efforts? This PM decided to turn things around and came up with a technique that turns finding a threat into a positive thing.
Testing is crucial to risk management, allowing components and systems to be put through their paces. Ignoring testing can lead to disastrous consequences, possibly even cancellation of the project. Gain an understanding of the purpose of different types of testing and where each type is appropriate.
|A.||If you are already certified and your projects are going well, there is no need to worry about risk assessment. These ways to evaluate risk are only for projects where public health or safety concerns are involved.|
|B.||A rough consideration of “what could go wrong” is all that’s needed with most projects. If your projects fail to meet the time, cost or quality metrics over 79.6% of the time, you should use quantumtative assessment processes to try to find the issues.|
|C.||Risk assessment is only mandatory on all projects that exceed a $1 million dollar budget or are being done for a governmental or international client. Regulations and your contract will both state qualitative and quantitative reports must be created.|
|D.||For frequent small projects with standing teams that use internal resources and do little damage to the organization if they are slightly late, you may be able to get by with a very cursory consideration of project risks. But every project manager should know how and when to up their surveillance, especially if they want to move up to more complex assignments.|
Organizational values, project boundaries and performance expectations are all important areas that exist within every organization with varying degrees of thought and implementation behind them. Here we look at how organizational rules and norms are presented and communicated to employees and project team members, and how they can be interpreted.
The application of assumptions analysis aids in the prevention of unnecessary work within the planning process group, which has an overall positive time and cost impact on the remaining process groups. Utilizing assumptions analysis lays the foundation for teaching the impact of prevention early on in the project's lifecycle.
Outside of the discipline of cost engineering, the concept of project levels isn’t well documented. That hasn’t stopped the spread of the concept, but without supporting documentation, project managers have been left to make up their own definitions. Let’s question our own creative definitions by exploring some common themes, then look at a best practice to help clear the fog. Finally, we’ll apply what we learn to our own projects and programs.
No matter how much money or people are thrown at a project, it will not be successful without the proper amount of preparation. There is much that can be accomplished prior to the work beginning, and throughout the project there are key activities that must be done in order to support the project correctly.
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