ADVERTISEMENT

Governance for Success — Six Elements Program Sponsors Need to Address

by Todd Bagley,Jim Gorski

The scope and dependencies of a complex program never appear more intimidating than when viewed for the first time. Too often this can be the perspective of the program sponsor, who is trying to stay focused on the goals of the initiative while juggling the significant responsibilities of his or her day job. This tough job of program oversight and governance can be exacerbated when an executive program sponsor is not adequately prepared and has the wrong expectations. The most damaging missteps of program governance can usually be traced back to an incomplete understanding of the scope of the job and its codependences by someone designated to function as its steward.

Preparing for the Exam with PMBOK Guide—Fifth Edition (Part 4): Scope Management

by Bruce Garrod

It’s time to continue working on self-improvement. This fourth article in a series exploring A Guide to the Project Management Body of Knowledge (PMBOK Guide)—Fifth Edition through a lighthearted comparison to personal fitness improvement explores the Project Scope Management knowledge area.

Baselining the Scope

by Kenneth Darter, PMP

Baselining the schedule dates is the easy part. Trying to baseline the scope will be much more difficult. So how do you go about baselining the scope? Keep these four tips in mind.

Rules for Surviving a Project Zombie Apocalypse

by Rob Saxon

Project issues and risks, like zombies, move relatively slowly. It’s extremely rare that a project manager will be introduced to a project one day and be overwhelmed by the same failed project the next. Therefore, like survivors of a zombie apocalypse, project managers have time to prepare--and to look for those indications that projects are turning...

Jekyll & Hyde PM: Managing Project Shifts

by Mark Mullaly, PMP

The most significant challenge for any project manager is when projects shift modes. The shift from startup to execution, and the shift from execution to closeout, requires a change in mindset. Each shift needs the PM to adjust their focus and emphasis--and a corresponding change to how they deal with people.

Infamous PM Failures

by Michael Wood

Everyone loves a good project management horror story--especially ones where the writing was on the wall and failure so very predictable. With the season in mind, here are one expert's all-time favorites. Can we learn from these blunders?

How to Keep a Project Under Budget

by Mike Tressler, MBA, PMP

Using a step-by-step approach to budgeting will make your life easier in the long run, allow you to accurately answer any questions about project expenditures, make much more accurate future cost estimates for similar projects and generally give you more control over the project. Here's some help.

When Estimates Go Wrong

by George Dinwiddie

Custom software development is notoriously difficult to estimate. We start with vague ideas of what we want, expecting to fill in the details later. We’re usually doing something a little different than what we’ve done before, or completely different. How can we act more productively?

Dealing with Agile Requirements Uncertainty

by Mike Griffiths

How are you with uncertainty? Do you revel in the possibilities or crave closure? Agile methods have a very different approach to requirements management that some people find empowering...and others find infuriating.

Without a Trace?

by Mike Donoghue

Incorporating robust requirements traceability guidelines into a project keeps a strong check-and-balance approach in place by making sure that each business need is truly identified as a genuine requirement, and that those requirements are then directly connected to deliverables.

All About Project Scope

PREMIUM presentation

Simply put, scope is the size of the project. But there’s more to it than that!

Requirements Completeness Evaluation Checklist

PREMIUM checklist

This checklist will assist you in minimizing scope creep, schedule extensions and project failure by evaluating whether the initial requirements are complete. This series of requirements attributes, quality checks, and examples provide a thorough review of what you plan to do.

Change Request Form

deliverable

The change request form should be used to formally initiate a request for change to a project. Types of change requests you can initiate by using this form include changes to scope, timeframes, deliverables, resources, milestones and expenditures.

Project Change Request Form

PREMIUM deliverable

Change is bound to happen. Make sure that you handle it correctly by following the proper procedures. This form will help you cover all your bases so change doesn't have to mean big surprises or project disasters.

Change Request

deliverable

This simple change request form will keep you mindful of what the proposed change is and the impact it will have.

Change Management Standards

PREMIUM deliverable

How do changes get recorded, analyzed and approved on your project? This document contains guidelines for these procedures and more.

Components of a Statement of Work (SOW)

presentation

The statement of work (SOW) encompasses the goals, scope, deliverables, cost and schedule estimates, stakeholder roles, chain of command and communication guidelines for a project. Learn how to put a quality SOW together by studying its components.

Quality Management Systems Procedures Testing

PREMIUM deliverable

This procedure describes the process of testing software code or products by the test team. It documents the procedure for the entire testing cycle: generating test plans, scheduling tests, conducting tests and reporting test results. This procedure applies to new development, as well as major and minor releases, including customized solutions delivered to customers.

Planning and Defining Scope

presentation

This Powerpoint presentation is a high-level view of the basics of planning and defining scope.

PM Project Change Request Form

deliverable

Use this form to capture the what, how and why of your proposed project change and to get sign-off from the brass.

Early Justification Service Level Agreement Planner

deliverable

This tool is designed to create service level agreement information for a justification or similar document. It is most useful for IT organizations that are too small to have a Project Management Office, but can use better control over linking project service level agreements with business objectives.

Business Scope

PREMIUM deliverable

This document outlines the Business Scope, which is a description of the area of the business to be supported by the application package, including the specific business activities to be supported, the business objects to be managed and the organizations and sites to be supported.

Project Status Report Definition

deliverable

Who's on first? What's on second? Don't know who's on third? When it comes to your project, you need to have this information at your fingertips. Use our definition of a project status report to make sure your team members provide the right information to the project manager.

ADVERTISEMENTS

"Drawing on my fine command of language, I said nothing."

- Mark Twain

ADVERTISEMENT

Sponsors