The project constraints hierarchy is intended to identify the order in which constraints will be compromised in order to protect/preserve more important constraints. The constraints hierarchy should be determined in conjunction with the major stakeholders who also need to understand the implications of their decisions.
Your ability to properly anticipate risk executives’ needs and involve them into the management of your projects will set you apart from those who do not have this ability. These tips covering justification, communication, vendor selection and more will help you build this important skill.
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.
|A.||The good news is, it’s you. You need to take the responsibility and coordinate the change processes in with your usual team activities.|
|B.||The good news is, it’s not you. Focus on the project and on meeting your metrics of time, cost and quality as usual. Corporate management is responsible to make sure employees accept and use these new changes.|
|C.||The PMO is “where the buck stops” when endeavors move from simple projects to create products or software and billow out to vague objectives like “employee acceptance” and “corporate compliance”..|
|D.||Ask your manager. Your project charter is limited to producing the usual product or services and your team is not skilled or experienced in change management processes. Your manager can deal with getting the changes accepted and getting them to stick.|
Risk management can be a tricky business--but following a good process can help you track the risks from start to finish. Keep these five steps in mind.
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.
Having a schedule process is sometimes more important than having a schedule. A schedule without a process to keep it up will turn into just a wistful dream about how one person thinks the project should go. Here are some points to ponder.
A project can get in a great deal of trouble when the tail starts wagging the dog instead of vice versa. Here are some issues to look for so that the project manager can keep a tight hold on the project leash.
There is no silver bullet that will allow us to remove all uncertainty, but we can apply some business intelligence practices to the concept of annual planning to at least increase our confidence levels and reduce the risks around the decisions that we make.
Some people enjoy project work, and some do not. Turning a project into something that no one wants to work on is truly an accomplishment--but not one to brag about. Be on the lookout for these four warning signs…
A lot can happen during planning and requirements. The business may be discovering what it wants for the first time, or stakeholders may see what the solution demands. Those are just a few of the creatures lurking in the dark...
Project issues and risks, like zombies, move relatively slowly. It’s extremely rare that a project manager will be introduced to a project one day and be overwhelmed by the same failed project the next. Therefore, like survivors of a zombie apocalypse, project managers have time to prepare--and to look for those indications that projects are turning...
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...
As our series concludes, we continue to examine Moneyball--and how enlightening it is with its instructive lessons about the effective use of metrics, ones that go beyond the narrow world of baseball and provide some insights into how those lessons might be applied to projects generally.
The PMO needs to ensure that the information contained in that database of historical information is organized in a way that not just the data can be retrieved, but also that the context of that data can be understood. If we don’t, then not only may the information not help PMs, it could lead them to significant errors in their planning.
If we don’t conduct the proper analysis but rather make assumptions about what is causing a problem, then we jump to our perceived solution--and more often than not we end up wasting time, money and effort on implementing the wrong solution. This article supports the presentation for Cause and Effect Analysis and provides a more detailed explanation of how the tool should be used.
Everyone loves a good project management horror story--especially ones where the writing was on the wall and failure so very predictable. With the season in mind, here are one expert's all-time favorites. Can we learn from these blunders?
Question: Amazingly, my team and I have come up with the idea for a very clever, innovative product and have secured time with the board to present it for potential production by our employer. We would get a cut of the profits. What do I need to consider in order to present the most professional case for getting this produced?
|A.||Why take a percentage of the profits when you could have it all? Find an entrepreneur to back you, quit and make a fortune.|
|B.||Check with other organizations with similar production facilities to see what costs will be and where it is best to buy raw materials; then you have a realistic selling price to present.|
|C.||Use social media to begin to build demand for this item. If you can show the board a high number of Twitter, Facebook and YouTube hits, they will be convinced to support you.|
|D.||Think beyond the product itself to other considerations from the corporation’s point of view. Bring in information on more than your design, and show you would be valuable business partners.|
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.
Given the fast-paced environment within which most project managers operate, it is only natural that the closeout phase of the project lifecycle is often addressed in a rush. A closeout survey using one of the many tools available today is one approach to consider.
Many PMs collect lessons learned after a project is complete or after a phase is over. But what is the best way to apply those lessons learned to future projects or phases?
Question: Projects come to my team with time, scope and cost set. We are expected to add high quality on our own. No matter how skilled we are, we always fail to meet these arbitrary metrics. I’m getting burned out always coming up short, and the team has very low morale. Short of finding a new company, is there action I can take to change this scenario?
|A.||Management teams see and know more than project managers. You are paid to work with the parameters you are given, so do the best you can.|
|B.||Work with your team to do a slowdown. This will force management to listen to your concerns and change things to give the projects a better outcome.|
|C.||Figure out a set of things that would help get projects started more realistically and list them in order of desirability. If you try the first one and it doesn’t work, try the next one.|
|D.||Organizations that work in this manner are led by people who don’t understand projects. You are better off to find a job in another corporate setting where they assign projects in a way that you can always be successful.|
There are times when a customer or a stakeholder demands that you change your process or method of managing something on the project. How can you cope with their demands without getting swept overboard? Keep these four things in mind.