Language ≡ Sections

PMXPO 2015

April 30, 2015 | an online forum

ProjectManagement.com is excited to bring you the 8th edition of its annual virtual conference and exhibition! It's your opportunity to learn, network, earn PDUs and gain valuable knowledge all from the comfort of your home or office! Join us Thursday, April 30 for PMXPO 2015! Six sessions full of informed project management viewpoints from leading industry experts, led by our keynote featuring Adam Steltzner--the Lead Landing Engineer of NASA's Mars Science Laboratory Curiosity Rover Project! Register today for the free event!

ADVERTISEMENT

Knowledge Shelf

Initial Stakeholder Engagement in a Cultural Change Project: A Case Study

by Amrita Khadilkar, PMP

The successful rollout of a fundamental change needs support and buy-in from senior stakeholders. The project manager therefore needs to plan for adequate and persistent senior stakeholder engagement. This article introduces two measures--Appetite for Innovation (AI) and Trust (T)--that can be used to predict likely responses of senior stakeholders to organizational change. Low AI can be addressed by making the change real and relevant to stakeholders. Low Trust can be addressed by improving the awareness of senior stakeholders about the change that is being introduced.

An Insight on the Key Inspect and Adapt Cycle: The Retrospectives

by Madhavi Ledalla, PMP

A retrospective is a special meeting during which the team gathers after completing an increment of work to inspect and adapt their methods and teamwork. Retrospectives enable whole-team learning, act as catalysts for change and generate action. This article presents some of the reasons why the retrospective’s efficacy can fade over time and then discusses some interesting techniques to keep them lively.

recent blog postings


recent questions

Customer Acquisition

from Today's Job Market posted by Trevor Modeste on

The essence of growing a successful business in a competitive environment is responsiveness to customer demands. Essentially, the product provider with the better appreciation for a client's needs wil ...

featured webinar

Leaders: 3 Innovative Environments and 10 Important Skills

PREMIUM on-demand webinar

This one-hour virtual workshop is broken down into two parts…plus a Q&A. The first part outlines the three critical innovative environments great leaders create and the 10 most important skills great leaders possess. The second part describes in detail the single most critical tool used to create active/engaged followers…versatility.

Voices on Project Management

The Critical Path

Spotlight On:Agile

Agile Pendentives

by Mike Griffiths

Project managers need to communicate effectively with all types of project stakeholders. For agile projects, this sometimes involves adapting traditional PM constructs into the closest agile alternatives. Agile pendentives are adaptive patterns that facilitate these traditional-to-agile discussions.

Spotlight On: Quality

Managing Quality in Agile Projects: Your Three-Part Checklist

by Paul Carvalho

Managing quality during a software development project can be difficult and time consuming when you have been misinformed about true quality indicators and practices. Actively managing quality on an agile project can be both simpler and harder than traditional approaches. Here are some basic practices to save time and unnecessary rework--and improve stakeholder satisfaction before and after delivery.

Topic Teasers

Topic Teasers Vol. 55: Adaptive Estimates

by Barbee Davis, MA, PHR, PMP, PMI-ACP

Question: Management in my organization insists on treating estimates as firm promises, despite the risk we face on our projects. There is much tension between the project managers and the executives because our projects do not come in as originally stated, and we are not in an industry where a full agile methodology is appropriate. How do I keep them from constantly viewing me as a failure when I can’t pull golden, foolproof estimates out of my hat?
A. Calculate three estimates based on past experience and PERT charts, and plan schedules that will self-adjust when the metrics of the project trigger them. Add contingency and management reserves to the plan.
B. Refuse to give estimates to management, citing past failure to have them prove accurate and expressing your concern that you don’t want to disappoint upper-level executives again.
C. Explain to management that you can only calculate the estimates, but it is up to your team to deliver the expected metrics to meet them. If they are unhappy with project metrics outcomes, perhaps they should look at adding to the team or replacing the current members.
D. At best, estimates are only an educated guess based on past experience. Rather than calculating new numbers each time, average the latest five similar project outcome numbers and submit those figures as the estimates for the new work.
Pick your answer then Test Your Knowledge!


Badge of the Week
Showoff
You can earn this badge when you add 5 areas of PM expertise.
ADVERTISEMENTS

Maybe the dingo ate your baby.

- Elaine Benes