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.
One of the most important things to have is self-awareness--we have to recognize when it is we as project managers that are causing the problems, and when our team members are telling their colleagues about horror stories where we are the bad guys. Here are three swivel-eyed demons to watch out for...
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.
When things go crazy, how do you ensure that process doesn’t suffer? PMOs will benefit from having a “process-lite” concept that could be used in emergencies--and more importantly, a framework for determining when the approach could be used.
Requirements cannot stand alone. So why do we so often fail to acknowledge that connection to other project elements...and what is the consequence of that failure?
The waterfall methodology for projects is aptly named, because it is equally painful to try to go back to prior phases of a project once the effort has advanced to the next phase. This article will outline two reasons to avoid waterfall, and three ways to approach software projects that are more useful.
Managing requirements becomes much easier when they are well defined from the beginning so that you avoid confusion and rework. Here are some key concepts to help you get it right the first time.
The road to successful requirements management begins with a quality requirements discovery process. Learn why this process can help you avoid costly mistakes, scope creep and even project failure.
Sometimes it's a knock-down, drag-out brawl between proponents of insourcing and outsourcing. When the final bell rings, who will still be standing?
Done well, contract-based project management can deliver the kind of results that simply wouldn’t be possible using only employee resources; done poorly, it can be a disaster.
Is "consultant" a dirty word? Many consultants get a bad name from the fact that they become indistinguishable from the organizational employees that they work alongside. How do you know that hiring a consultant is a good idea?
Some studies have indicated that the real benefits of offshore outsourcing can be diminished by issues in communication, skill sets and accountability. But if managed properly, offshore IT projects can reap substantial rewards.
Many consulting engagements see frustrated consultants because they are not allowed to do what they feel is needed to maximize the chances of success. Here, we look at how these scenarios can be avoided--something that starts with trust.
Consultants can be a helpful resource on a project or they can take up valuable space. Here are some ideas for the best way to deal with consultants and make sure they are beneficial to the project.
Choosing the best framework or methodology requires thought, but be careful not to overanalyze it. PMs can gain valuable insight from Bruce Lee’s philosophies, which offer a sound approach to achieve success in any area.
How strictly should an organization enforce its process methodology? In this article, we look at ways that organizations can provide flexibility to their project managers without damaging the effectiveness and credibility of their project approaches.
Risk management has been taking a backseat to project management. Finding an effective way to manage both processes harmoniously side by side has been a problem…until now.
In the journey to PMP fitness, you have taken three decisive steps. But many PMs have not had the opportunity to participate in a suite of courses where most knowledge areas are explored from a combined approach of PMI theory and real-world application. While this can put you at a real disadvantage, it’s still possible to be successful. In out latest installment, we cover Project Integration Management.
If the schedule only exists to track what happened, it is a fairly useless tool. It will be glad to talk to you about the project and tell you how horrible things are, but that is not what project managers need. Here are some ideas for using the schedule to help the project instead of just using it to document failure.
While many projects may not have to adopt the elements of the Federal Incident Command System, some are set up to resolve a certain time-bound resolution of organizational priorities and can reap the benefits.
With the ever increasing use of technology, how are processes impacted? Our writer feels that technology should be an overlay to the process work--we should start with a solid process and then look for ways that technology could make life easier in the execution of the process. But a colleague doesn't agree...
Every project has an issues log. But what about the PMO? Does your PMO manage issues and maintain an issues log? Do you look for trends across the issues of different projects and take proactive steps to address them? Do you attempt to prevent issues through good communication? In this article, we look at a model for PMO-level issue management and suggest ways that it can improve the quality of projects that your PMO is responsible for.
If governance is designed to ensure that project execution occurs appropriately, then who ensures that governance occurs appropriately? To try and avoid conflict, an organization needs to ensure that governance committees operate with a series of guidelines.
While “blame” is not a constructive term to use in establishing where things went wrong, every element of a project should have clearly defined owners. If it isn’t clear where that ownership lies, there's a fundamental problem in the way your project is structured. Here we look at how we can establish that ownership--and ensure that the model is applied effectively.