Business case and project charter confusion is not uncommon. They both have integral roles in the initiation of a new idea--but they should not be used interchangeably. At the end of day, the project sponsor is accountable for success--and is responsible for ensuring recommendations are held up by a sound business case.
If the project manager is responsible for providing the project purpose, then the sponsor has to be accountable for it--and they are rarely held to that accountability. As projects become more focused on business benefits rather than project deliverables, that’s becoming a major issue.
Project managers realize an engaged and supportive sponsor is instrumental in ensuring project success. However, many PMs struggle with building a collaborative relationship with the sponsor. This article presents three sponsor/project management relationship concepts.
In this in-depth, two-day event, four workshops led by leading experts and attended by a small group of peers will help you redefine your PMO (and earn PDUs in the process!). In Workshop 1 ("Be a Business Driver, not a PMO passenger"), Mark Price Perry looks at ready-to-apply examples of business-driven PMO success. In Workshop 2 ("Harmonizing Project Management and Agile – Viva la Revolution!"), Dave Prior explores the impact that agile can have on a PMO. In Workshop 3 ("Succeed by Managing the Portfolio Lifecycle: Ideas Through to Benefits Realization"), Andy Jordan examines portfolio execution. And in the final workshop, an open-space meeting with all attendees investigates Redefining the PMO: Issues, Opportunities, and Breakthrough Thinking. Attendance is limited, so sign up today!
Effectively communicating project status, understanding stakeholder views and keeping the team focused on the goal are just a few of the topics project managers must communicate well. This paper discusses a new view of communication channel complexity by addressing communication mediums. Message content is aligned with the medium used to ensure efficient and effective communications. Project managers who identify and influence appropriate use of communication mediums can greatly enhance communications.
My Uncle Bill used to tell us that no matter what type of hotel or where it was located, no matter how many of the hotel staff he talked to in advance of their arrival, Aunt Roslyn would look at the a ...
Establishing boundaries and saying "no" is a daily occurrence. But saying "no" and delivering bad news isn't particularly fun to do.
I have having to say "no," but I'm trying to embrace the term. A ...
I am working in a huge Business Transformation which is going through a bumpy ride. Thought every transformation is unique, this is what, I think, we could have done better which also applies to most ...
Dave Prior explains how to use the teachings in Sun Tzu's masterpiece for success at work. While this presentation is geared towards in your role as a project manager, many of the lessons can be applied in other facets of day-to-day life to help you subtly manipulate a situation towards a desired outcome.
When you have to deliver bad news, the processes you use are at least as important as the decision you've made.Take this example: The car manufacturing industry in my hometown of Melbourne, Australia ...
by Kevin Aguanno, PMP, MAPM, IPMA-B, Cert.APM, CSM, CSP
This second article continues the discussion by looking at the second group of factors related to the readiness (and willingness) of the project team to adopt agile best practices. As with sponsorship factors, we need to consider cultural, structural and management aspects.
Many project managers are flying at ever-increasing heights--perhaps caused by the significant levels of governance and scrutiny that projects encounter today. There is a risk, however, that the PM who flies too high will lose sight of the day-to-day activities of the project team.
Question: How much more can they heap on a project manager? Now I’m being asked to handle the benefits management for this project. There was nothing about this in my PMP prep course, or on the exam. Is the latest trend that anything no one wants to do becomes the responsibility of the PM? How do I proceed when I don’t even understand what this is?
Benefits management is now often asked of the project manager, but you should position yourself as the process facilitator, not the “responsible party”. Otherwise, they’ll blame you if the project benefits aren’t realized.
Benefits management has to do with salary, union contracts, insurance, 401K plans, sexual harassment concerns and training classes. It is rightly positioned in the human resources department, not in a project environment.
Since the outcome of your project is the sole indicator of whether or not the business objective will produce revenue, tracking benefits realization logically fits into the responsibility of the project manager.
Tracking benefits management is a time inhibitor in a project plan. For that reason, if your project is to finish as estimated, benefits management should be outsourced to a third-party organization.