It is critical that business leaders have the ability and courage to mitigate risk up front and actively monitor and act on project risks and performance as early warning signs materialize. Here we look at a framework to help business and project leaders actively, transparently and honestly monitor risk and issues through the entire project lifecycle.
Need help tracking activity status? This template is built for when you have two activities in a phase. You can extend it for multiple activities by adding sheets. You can only perform transactional activities like updating status of an activity, or inserting activity descriptions and dates.
The reality is that projects are continuously failing due to the questionable process being executed to plan how to elicit, gather and document requirements. Many organizations are not spending time to plan for requirements development. Therefore, it begs the question: Is requirements planning a must?
Sometimes the temptation to work on an exciting project—and other times the pressure from the business executives to get the business—leads to agreement on unrealistic expectations. This article discusses the mistake of agreeing to unrealistic timelines and suggests a few ways on how this can be avoided—and the project kept under reasonable control.
While we all generally know what a pitfall is in the business world and understand that they should be avoided, the most obvious traps are still sometimes the ones we fall into—especially when managing projects with dozens of competing priorities that distract us and take our eyes off the trail ahead. This two-part article series identifies the top 10 reasons projects fail and focuses on how to avoid these common project management pitfalls.
The work breakdown structure is fundamental to project execution. When we expend insufficient time and develop inadequate detail on the WBS, the project will yield poor results and we can expect to see last-minute identification of critical elements. Here we look in greater detail at this essential tool.
It is through gaining a better understanding of the uncertainties—and better managing them in relationship to the project environment and stakeholders involved—that PMs may more effectively approach and complete their endeavors to contribute more value.
Earned value management is a technique that integrates scope, cost and time to highlight how the project has done in the past and predict how it is expected to do in the future. This article discusses a few basic concepts of EVM and is useful for anyone looking to get started on this topic, as well as for candidates preparing for certification.
Despite all of your best intentions, sometimes the project will be in trouble. If it is, it’s time to take a step back and learn how to deal with it. Here are some things to keep in mind as you try to stop seeing red.
Projects are the manifestations of scores of complex, unique activities that vary from project to project and industry to industry. But there are certain serious mistakes that are common in nature, and that are committed in many large projects. Learn how to deal with seven such major issues that are generally prevalent in almost all projects.
Every project manager has faced scope creep but may not appreciate the importance of project documentation. SCARs, an acronym for scope creep and action reports, reminds us that they are to be created and updated throughout the project and will prove to be valuable assets en route to continuous process improvement.
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.
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.
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 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.
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.
"If a man will begin with certainties, he shall end in doubts; but if he will be content to begin with doubts, he shall end in certainties."