After experiencing several successful projects (and some less so), this practitioner wanted to share his tips on the management of technically complex ones--projects that contain enough complex functionality to make it difficult for the executing organization to deliver.
The Project Risk Register is an important part of project control. This register is suitable for small and very large projects. Included is a risk audit portion to capture the outcome of the risk audit during project execution.
The traditional approach to resolving project delays by throwing resources at the problem is full of issues. Unless we find a more effective way of managing resources, our success will always be limited.
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?
The risk we take in swearing allegiance to a specific approach is that following the approach often becomes more important than achieving the goal of the project. Let’s explore the merits of using the best of different approaches—and how marrying them into a hybrid model impacts the way projects are planned and managed.
Project managers must ensure that projects are aligned with business strategy and value creation for their company and its shareholders. The author demonstrates the importance of the bridge between the business and project worlds, even when there is not a clear link between their objectives. But one objective always remains the same: to create economic value.
What tools do you need to manage a project, and how do you find them? You cannot plan for every eventuality, but by covering the bases, you can deal with most problems and expand your tool set along the way.
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.
Assumptions are some of the biggest culprits in scope creep, misunderstandings and successful projects being declared failures. This article will provide examples of each--and ways to take the assumptions out of the picture and make your project a success.
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.
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.
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.