We all hold assumptions. Then we make decisions and take actions based on those assumptions. What makes assumptions so dangerous is that they are typically unspoken and therefore unverified, but we act as if those ideas are founded in certainty when they might not be. An even bigger threat to our projects is when other people hold assumptions about our work and we don’t know it. This can impact user adoption, timeline, scope, quality, and overall project success.
Everyone focuses on preventing scope creep and trying to control the scope, but there are times when it's appropriate to actually increase the scope. Project managers need to be ready to handle that situation as well…are you?
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.
In fixed bid projects, effective project selection, vendor management, a good contract, organizational change management and project management all play a role in ensuring a positive outcome. In this article, the author discusses how to manage fixed bid IT projects with a focus on the vendor's perspective. The crucial phases in the lifecycle of a fixed bid project and how to effectively navigate them are examined.
Whether we want to admit it or not, the process of creating a project charter is one that we often dread. It doesn’t have to be that way...
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.
What can be done during project execution to help successfully deliver intended project benefits? From getting change management in shape to testing for benefits, here are some ideas based on the writer's experience with IT projects and ERP-enabled transformations.
Utilizing your budget in the right initiative is vital. The challenge, however, is how to select the most appropriate initiatives for which to seek funding. So how do we prioritize initiatives within the organization?
Large infrastructure project teams continuously struggle to manage several issues posed by the volatile environment of projects. It's time to develop a holistic and dynamic project planning and monitoring tool for the effective management of ever-changing project requirements and environments.
Project managers and teams ask many questions during the execution of a project, but very few of those questions begin with “why.” Why is that (!)? Because when it comes to benefits, it’s one of the most important questions.
Simply put, scope is the size of the project. But there’s more to it than that!
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.
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.
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.
This simple change request form will keep you mindful of what the proposed change is and the impact it will have.
How do changes get recorded, analyzed and approved on your project? This document contains guidelines for these procedures and more.
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.
Assess the scope, impact ranking and criticality of each business change required to implement a particular application package.
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.
This Powerpoint presentation is a high-level view of the basics of planning and defining scope.
Use this form to capture the what, how and why of your proposed project change and to get sign-off from the brass.
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.
Are you intending to develop a project? You need a project notification sheet.
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.
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.