Stepping Your Way Through Vendor Negotiations

by Teresa R. Ramsey

...or how a DIY trouper never stops learning. As this project manager planned her next big do-it-herself project, she started to parallel her effort to those she has encountered many times when executing a program or project at work. What can you learn from her experience...and mistakes?

Moving Past Risk Analysis

by Kenneth Darter, PMP

Risk analysis is a wonderful tool for project managers. But in order for risk management to be useful to a project or a program, the management team will need to move past risk analysis and into taking actions based on the analysis.

An Agile Look at Change

by Andy Jordan

The alternative to embracing change doesn’t have to be completely rejecting it. Are there ways we can introduce more flexibility to waterfall projects without losing control of change? Can traditional project execution approaches learn anything from the agile approach to change?

The Balance Between Customer and Project

by Kenneth Darter, PMP

The expectations and the needs of the customer do not always balance the needs of the project--and the project management processes. Project managers often have to walk a fine line between the customer and the project. Keep these tips in mind.

Start with the Scope

by Kenneth Darter, PMP

Projects get started for various different reasons--and with varying levels of understanding. The scope is one of the most important items to settle on as soon as possible at the beginning of the project.

Method in the Mayhem: Managing Megaprojects (Part 1)

by Ian Whittingham, PMP

What is it that makes a megaproject more than just an ordinary one on steroids? Certainly the challenges that megaprojects create make exceptional demands on project management expertise. But what are those challenges? And in what ways does expertise respond to those exceptional demands? A close look at a couple of examples--one ancient and one modern--might help us understand how megaprojects have responded to those questions.

The Monty Python Project Manager: And Now for Something Completely Different

by William Craig Forgrave

The Monty Python project manager is a model for the new generation of creative collaboration leadership. The author looks at four movies that encapsulate the project management process and discovers lessons on how to generate ideas that are completely different, motivate teams on a quest to deliver the holy project grail, inspire them in times of adversity to look on the bright side of project life, and find true rewards and meaning in their work.

Keeping Scope Controlled

by Kenneth Darter, PMP

One of the hardest parts of leading a project is keeping the scope controlled. It may not make you any friends to practice good scope management, but it will help the projects stay successful. Take a step back and make sure you know the basics of when, where, what and how to manage the scope on a project.

Uncovering the Business Case Identity

by Michelle Stronach

Business case and project charter confusion is not uncommon. They both have integral roles in the initiation of a new idea--but they should not be used interchangeably. At the end of day, the project sponsor is accountable for success--and is responsible for ensuring recommendations are held up by a sound business case.

All About Project Scope

PREMIUM presentation

Simply put, scope is the size of the project. But there’s more to it than that!

Requirements Completeness Evaluation Checklist

PREMIUM checklist
by Joe Wynne

This checklist will assist you in minimizing scope creep, schedule extensions and project failure by evaluating whether the initial requirements are complete. This series of requirements attributes, quality checks, and examples provide a thorough review of what you plan to do.

Change Request Form


The change request form should be used to formally initiate a request for change to a project. Types of change requests you can initiate by using this form include changes to scope, timeframes, deliverables, resources, milestones and expenditures.

Project Change Request Form

PREMIUM deliverable
by Michael Wood

Change is bound to happen. Make sure that you handle it correctly by following the proper procedures. This form will help you cover all your bases so change doesn't have to mean big surprises or project disasters.

Change Request


This simple change request form will keep you mindful of what the proposed change is and the impact it will have.

Project Change Management Standards

PREMIUM deliverable

How do changes get recorded, analyzed and approved on your project? This document contains guidelines for these procedures and more.

Components of a Statement of Work (SOW)


The statement of work (SOW) encompasses the goals, scope, deliverables, cost and schedule estimates, stakeholder roles, chain of command and communication guidelines for a project. Learn how to put a quality SOW together by studying its components.

Quality Management Systems Procedures Testing

PREMIUM deliverable

This procedure describes the process of testing software code or products by the test team. It documents the procedure for the entire testing cycle: generating test plans, scheduling tests, conducting tests and reporting test results. This procedure applies to new development, as well as major and minor releases, including customized solutions delivered to customers.

Planning and Defining Scope


This Powerpoint presentation is a high-level view of the basics of planning and defining scope.

PM Project Change Request Form


Use this form to capture the what, how and why of your proposed project change and to get sign-off from the brass.

Early Justification Service Level Agreement Planner

by Joe Wynne

This tool is designed to create service level agreement information for a justification or similar document. It is most useful for IT organizations that are too small to have a Project Management Office, but can use better control over linking project service level agreements with business objectives.

Business Scope

PREMIUM deliverable

This document outlines the Business Scope, which is a description of the area of the business to be supported by the application package, including the specific business activities to be supported, the business objects to be managed and the organizations and sites to be supported.

Project Status Report Definition


Who's on first? What's on second? Don't know who's on third? When it comes to your project, you need to have this information at your fingertips. Use our definition of a project status report to make sure your team members provide the right information to the project manager.


"The radical of one century is the conservative of the next. The radical invents the views. When he has worn them out, the conservative adopts them."

- Mark Twain