As hybrid projects become more common, what has to change among team members, and how do we manage that change? Do we have to minimize these disruption scenarios, or can we create an environment where teams are more comfortable with the shifts?
What happens when a project manager faces team attrition? This article covers three strategies that can be applied during project planning, executing and controlling within the project human resources management and project risk management knowledge areas.
Change is inevitable, and the only thing that is certain is change. While we can all agree to this, it is imperative that all project managers understand the impact of scope changes to projects that are in the pipeline or the execution phase.
Dividing your project into smaller parts that are more controllable helps you move closer to your ultimate goal: successfully achieving your project deliverables and high user satisfaction. Follow these seven tips to gain more direct control over your project.
Agile is moving beyond software development and into many other areas of business. However, as it bumps into more traditional project areas, it isn’t always embraced. Why is that?
Test functions are often viewed as independent, somewhat isolated parts of the project execution environments. It doesn’t have to be that way…in fact, it shouldn’t be.
Have you noticed that as project execution approaches evolve, they become more Agile (or at least “small ‘a’ agile”)? Does that create opportunities for more formal acceptance of agile concepts throughout organizations?
A project is only useful if it produces benefits to the organization or client. The project manager and project team should be prepared to track those benefits during the project lifecycle. Here we provide some things to keep in mind.
When working on the complex tasks associated with configuring for combined hardware and software product deliverables--and the sharing that takes place between the technologies--it is important to have the right mix of teams in place in order to make project execution a less painful reality.
A few recent events have left this project manager feeling very positive about PMOs--and that’s something that hasn’t happened in quite some time. While we can't yet proclaim PMOs as saviors of organizations, they are now on the journey to success.
Complacency should be combated anywhere it occurs--especially on projects. Nothing creates stagnation better than processes that are used just because they’ve always been used. Keep these five tips in mind to help.
It never fails--at the end of the project, a whole lot of problems start cropping up. Tracking these problems in the flurry of activities occurring at the end of a project can be difficult. How can you handle these appropriately?
Nothing in his impressive experience could have prepared a time-crunched filmmaker for his hectic project in China...except one thing: earning his PMP certification. Read how this international project management consultant got an animated film off the ground in no time flat.
As project managers, so much of our job relies on personality. A recent event at a client made one PM realize how little some organizations think about the style and approach of a particular project manager. Here’s why it’s important.
A project will live or die by its documentation. So how can a project manager stay on top of all the moving pieces and emails flying about in the midst of the high-pressure environment of a project?
While learning how to navigate the Inside Passage to Alaska on a rebuilt wooden boat, this project management professional picked up five points to keep in mind when navigating important projects through their own passages.
For many organizations, strategic planning and the associated project selection is an exercise in frustration. How can we improve things without reinventing the process?
The alternative to embracing change doesn’t have to be completely rejecting it. Are there ways we can introduce more flexibility to waterfall projects without losing control of change? Can traditional project execution approaches learn anything from the agile approach to change?
Project management is changing dramatically. How is that being managed in your organization? Care needs to be taken to ensure that project managers remain motivated and engaged.
Across many construction industry segments--and in many parts of the world--labor productivity remains a serious issue, and one of the biggest challenges of the execution phase. Can workface planning help?
Do you struggle over the finish line with a gasping breath, or do you stride easily past it with the satisfaction of a job well done? Finishing well is just as vital as anything else on the project, but how do you get there?
At some point during a project--if things are running behind or there are issues and obstacles to overcome--the project manager may need to organize a charge for the project team. Are you ready to lead it?
Projects usually have some form of quality standards for the product that they are expected to deliver--but when it comes to how the projects are delivered, it’s often a standards-free zone. But the quality of execution is a result of the parameters that are in the triple constraint.
What is it that makes a megaproject more than just an ordinary one on steroids? Certainly the challenges that megaprojects create make exceptional demands on project management expertise. But what are those challenges? And in what ways does expertise respond to those exceptional demands? A close look at a couple of examples--one ancient and one modern--might help us understand how megaprojects have responded to those questions.