Overwhelmed by how technology is transforming project management? Looking to increase your productivity and learn new tech tools but don't know where to begin? No matter what your focus—medical, manufacturing, product design or otherwise—this virtual day of learning will deliver years of enduring value, with exclusive insights on how project managers are using new technologies. Register today!
Energy firms are aware that the world is watching their actions concerning environmental impact. In this context, Chevron’s El Segundo Coke Drum project—winner of PMI’s Project of the Year Award in 2015—is well worth studying. The project was successful, delivered under budget and with an excellent safety record.
Every project will have risks—this is simply a fact of life. But you need to know how you are going to look at and deal with risks throughout the entire lifecycle of the project. Here are five areas to keep in mind.
In this article, we look at the key to schedule success, historical and repeatable tasks, why schedules fail, how to eliminate the target date tango and build a schedule defense that manages the risks.
Continuing to develop a failing project is a big challenge. Improving the environment and culture to ensure successful delivery requires integrating the bottom-up approach from a small task level with a top-down orientation of strategic management. Learn how to diagnose failure and implement useful techniques.
|A.||You are using the incorrect project processes. If you have exhausted the ones commonly used in the United States, try PRINCE II, DSDM or DSDM Atern (agile). They have a 96.43% success rate in European countries.|
|B.||While PMI standards try to pass along the collective wisdom of experienced, active colleagues, there are always so many unique situations that these can only be general guidelines. Sometimes you have to develop your own process to stop failures or quasi-missteps that aren’t happening in other places.|
|C.||When projects fail, it is usually the organization’s internal processes that are at fault. If they tie your hands or don’t provide you with the lines of communication you need, you are powerless to succeed with even the most talented and dedicated team.|
|D.||It is a misconception that any projects can achieve 100% of their goals. Average the cost, schedule and quality rates for the last 100 projects completed in your organization. If you meet those metrics, you have done an exemplary job as the project manager. Update these statistics to set new goals each quarter.|
No matter how hard we try to prevent it, there are times when our project teams feel overwhelmed. How do we manage those stressful times effectively?
Do you have team members that don't want to be seen as negative thinkers, thus hindering your risk management efforts? This PM decided to turn things around and came up with a technique that turns finding a threat into a positive thing.
Testing is crucial to risk management, allowing components and systems to be put through their paces. Ignoring testing can lead to disastrous consequences, possibly even cancellation of the project. Gain an understanding of the purpose of different types of testing and where each type is appropriate.
|A.||If you are already certified and your projects are going well, there is no need to worry about risk assessment. These ways to evaluate risk are only for projects where public health or safety concerns are involved.|
|B.||A rough consideration of “what could go wrong” is all that’s needed with most projects. If your projects fail to meet the time, cost or quality metrics over 79.6% of the time, you should use quantumtative assessment processes to try to find the issues.|
|C.||Risk assessment is only mandatory on all projects that exceed a $1 million dollar budget or are being done for a governmental or international client. Regulations and your contract will both state qualitative and quantitative reports must be created.|
|D.||For frequent small projects with standing teams that use internal resources and do little damage to the organization if they are slightly late, you may be able to get by with a very cursory consideration of project risks. But every project manager should know how and when to up their surveillance, especially if they want to move up to more complex assignments.|
Organizational values, project boundaries and performance expectations are all important areas that exist within every organization with varying degrees of thought and implementation behind them. Here we look at how organizational rules and norms are presented and communicated to employees and project team members, and how they can be interpreted.
The application of assumptions analysis aids in the prevention of unnecessary work within the planning process group, which has an overall positive time and cost impact on the remaining process groups. Utilizing assumptions analysis lays the foundation for teaching the impact of prevention early on in the project's lifecycle.
Outside of the discipline of cost engineering, the concept of project levels isn’t well documented. That hasn’t stopped the spread of the concept, but without supporting documentation, project managers have been left to make up their own definitions. Let’s question our own creative definitions by exploring some common themes, then look at a best practice to help clear the fog. Finally, we’ll apply what we learn to our own projects and programs.
No matter how much money or people are thrown at a project, it will not be successful without the proper amount of preparation. There is much that can be accomplished prior to the work beginning, and throughout the project there are key activities that must be done in order to support the project correctly.
Continuity risks directly impact an organization’s ability to continue its services or objectives. Drawing on the best practices of business continuity management (BCM), the author explains how formulating a responsive plan to manage continuity risk provides benefits to robust project performance.
All conflicts—no matter how big or small—are harmful to projects. They all impact time, cost and our credibility. Let's bring into focus the importance of managing conflicts to ensure that our projects succeed.
|A.||Start by meeting with the previous project manager to ascertain which people, vendors, stakeholders and unavoidable events led to the failure. As you plan your own Work Breakdown Structure, restaff with new, more competent employees and other surrounding people.|
|B.||Start by calculating how much you have left in the budget and on the timeline and make sure the plans you create will not further stretch the company financially. This is the most important factor in having your outcomes ultimately checked in the “success” column.|
|C.||Often, teams picking up previously failed projects start with what went wrong, who is to blame and how to avoid making the same mistakes. Find a more innovative approach if you want to have the outcome be positive this time.|
|D.||A savvy first step that will jell your worth in the mind of management is to question whether or not this project should be completed at all. If you can convince them that it is an impossible quest, too expensive or beyond the scope of what your internal team can undertake, they may cancel it completely, leaving you without the risk of failure.|
How do you do both at the same time and not pull your hair out? This article explores the alignment of medical device product and project risk management--and leveraging product risk tools for project risk.
|A.||Long-term projects are challenging and offer a great sense of accomplishment, but there are some risks and procedural modifications to layer onto your usual processes if you hope to be successful. Thinking ahead is crucial, as any errors or missed estimates are magnified.|
|B.||Large projects are scary at first, but because you have so much time and such a large budget, it is easier to balance small errors and still come out within your original metrics. Just be sure the team is signed to a contract of at least six months past the estimated completion date.|
|C.||Projects that will take more than six months and exceed $1 million dollars need more than one project manager. The escalation metric is simple: each quarter on the corporate calendar and each quarter of a million dollars added to the budget equal one additional project manager.|
|D.||Create a rolling staff plan for this endeavor, as people will get too bored and lose their ability to find creative solutions when a project drags on. Perhaps manning it with team members from a third-party staffing service is the most efficient choice.|
A solid business case, a well-thought-out plan and fit-for-purpose business requirements are important. But what about "all the little things" that we do each and every day, things that--when added together--help create the recipe for successful projects and programs?
Do we have to wait until after the project is delivered and handed over to operations to see if it was a good investment? This article will provide practical advice and a proven user research process you can use today to improve your benefits realization management .
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.
|A.||International and federal regulations must be complied with, and knowing which regulations apply to your type of business so you can merge compliance into your plans at the project level will help satisfy the mandatory requirements to avoid large fines in the future.|
|B.||Most staff members are reluctant to move forward with required changes to their daily routine, whether technological or manual. To get their cooperation and meet the audit list, fire the first three people who speak out in opposition. Setting an example clearly conveys that this change will occur with or without the agreement of the employees.|
|C.||If your organization has been running smoothly and profitably, ask the legal team to search the past rulings to find ways to avoid altering the violation items listed by the compliance inspectors.|
|D.||Each type of business has a single federal mandate to govern how they manage their profits. Know that the depreciation versus capitalization of corporate expenses should be recorded and tracked to meet audit specifications.|