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?
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.
EPMOs have become much more popular in the last few years, but organizations aren’t always seeing the benefits that they expected--why? Are you dealing with some kind of Frankenstein’s monster bolted together with the “good” parts of individual approaches?
Some of the most frustrated project managers work in environments where they are exposed to an organization’s external customers. External PMs have to deal with very varied project execution environments, so how do they still ensure success?
Many projects get stuck in the middle: the execution phase. Project managers need to be ready to fight that problem to help your project succeed all the way to the end. Keep these four recommendations in mind.
Projects are becoming more strategic, why isn’t project leadership? The argument for the CPO is becoming stronger and stronger, so let's consider the case for an executive responsible for project execution.
The executives of an organization are not interested in the details of a project, but they do want to know what the roadmap is for the project. How are you going to present that to them? Keep these four tips in mind.
Lessons learned can be a valuable resource to future projects. Collecting them should be a priority for the project team even when they cannot see the immediate benefit of it. Keep these four tips in mind to help the process run smoothly.
Many organizations fail to recognize that they are driving significant change to a PM’s job--and even fewer do anything to try and make the transition a constructive one. Here, we look at portfolio management in terms of the impact on PMs--and offer some guidance on how to help ensure that those PMs are champions of the evolution rather than resistors.
Stakeholders are the key to success on a project, and you need to manage them toward that success. It’s more than just “normal” stakeholder management--it requires a PM who understands the business environment that he is delivering a project into.
When a schedule starts to slip, the project manager should be ready to jump in and get things back on track. Here are some strategies the PM can use that do not involve forcing everyone to work 80-hour work weeks.