A few articles ago you committed to getting in PMP shape. Every muscle from head (Integrating) to foot (Closing) has been used. It’s time now to start working very specific areas. Up first: Project Scope Management.
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.
“Governance” is one of those words that consultants and managers like to throw around to make it sound like they know what they're talking about. It is also one of the most widely misused words--if not concepts--currently employed in organizations. Why this is, what it means (and doesn’t) and what it should represent are what this article explores.
Ideally, every project ends in success, on time and on budget. In the real world, projects are canceled--and the project manager needs to be ready for this eventuality.
Major project failure can happen to anyone. What’s important is to make sure that the organization can recover from such a situation, and that requires both advance planning (it’s too late to start planning the recovery when the disaster has already happened) and strong execution. Is your PMO prepared?
One team or a handful of teams may be able to deliver small systems with agile, but large complex systems require teams of teams to deliver significant features. How can companies benefit from “the team effect” at scale?
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.
When creating a project schedule, most project managers use templates or old project plans that can be repurposed for the new project. There are times, however, when it is necessary to build a schedule from scratch--a task that is far more difficult
Imagine you are transitioning to agile. You are a program manager with a few agile projects and a traditional project. How do you manage the program? Here's some help in bridging the gap between two schools of thought.
Since it’s the cold season, we wanted to share a list of maladies that will take your project down if you aren't paying attention or fail to keep your guard up. Each are preventable, and as the old saying goes: an ounce of prevention is worth a pound of cure.
All of the project planning in the world will not help a project if the resources working on it are not able to do their work. A careful look at the resources of the project--before and after the project plan is loaded--will keep them engaged instead of driving them away.
Document a business case to persuade upper management to fund your project. Keep it short and succinct enough that the busy executive management audience will read and digest it. It should directly convey the information they need to know with salient, hard-hitting, supporting evidence that addresses the bottom line. This is a basic instructional framework of the information you should include in your business case. Enhance it as you wish!
Finding sponsors to back your project is an art. Make a compelling case for the project to gain sponsor support when you are pitching your business case to executive management. Here is an example of a brief, direct project concept designed to lure sponsors into your camp.
This checklist is a quick and dirty way of weighing risk factors against project criteria to discover level of risk.
Formulating a business case and proposing your project to senior management for buy-in can be tricky. Don't dive right in and start writing. Begin with a solid checklist of guidelines to ensure a business case that's more than buzzword hype.
Mission-critical projects need to be well-justified, with clear goals that can be referenced throughout the life of the project. This business case template offers an excellent approach to goal-setting and a way to communicate those goals effectively.
This is a high-level example of a Project Charter for implementing a methodology, but the structure and approach will work for many projects. This example is heavy on risks and assumptions, light on budgeting, role descriptions and conflict resolution.
The project sponsor is your project's champion. This guideline will help you pick the right person for this important job.
The attached tool has been developed to assist you in generating some solid payback data to be used to evaluate the return potential of your proposed method. Not only will it help the gods of finance see the light, but will also help you to understand whether your project is a winner or loser before you ever put your signature on the purchase requisition.
This excellent project justification guide will provide sophisticated advice to maximize the impact of your business case, making it accurate, complete and persuasive. In addition, learn some handy tips, techniques and strategies to complement existing procedures, templates and spreadsheets that you already use.
Presenting a winning business case with the right amount of the right information for the right audience is the key to getting approval and funding for your project! Here is a presentation that will give you the fine points on how to do just that.
No project was ever completed on time and within budget. Identifying risks associated with a project and mitigating them is a crucial activity of project planning. Managers need to not only analyze project risks, but also must develop contingency plans to address those risks.
The project sponsor checklist describes ways for the project sponsor to provide commitment and project support in an effective, visible manner.
Building an application? This checklist outlines 52 potential risk areas in application development, defining low, medium and high risk levels for each. Classifying your project risk in each of these areas will not only guide you in forming mitigation strategies, but really help you focus your management attention during the course of the project.
What's the first step in looking at the risks you face in delivering your project? Before performing a full-blow assessment, you may want to ask yourself a few simple questions. This 10 minute, 27 question worksheet will help you quickly identify a number of risk factors common to many projects. It's a great first step in looking at the risks you may be facing at a macro level.
This template outlines a classic Project Charter with a focus on project definition and strategic ties. Risks and stakeholder needs are covered, but not in granular detail. It is appropriate for fairly low-risk projects where the goal is to get everyone on the same page up front.