If Kanban works well on specific software projects, can it be scaled to facilitate Lean throughout an organization? Here we look at how Kanban can be thought of as a general purpose change management approach for your organization.
Are you wondering if your project plan has everything in it that it needs to have? Apply this checklist to it and see.
A few articles ago you committed to getting in PMP shape. Every muscle from head (Integrating) to foot (Closing) has been used. It’s time now to start working very specific areas. Up first: Project Scope Management.
Simply put, scope is the size of the project. But there’s more to it than that!
As we continue our PMP workout, we look at the Project Time Management knowledge area--which involves six processes that interact with each other and are described as discrete and sequential, but in reality may overlap.
Before you submit your project plan for final approval, you'd better check it over. Learn the steps for cross-checking a project plan.
The best part about Project Cost Management is that there are only three processes. And while the first two processes are light dumbbell lifting, the third throws some heavy barbell exercises your way. Are you prepared?
Nothing comes free, but do you understand the true cost? When we look for ways to improve business efficiency, we consider two primary factors. But sometimes organizations push so hard for efficiency that they ignore the potential impact--and that’s when the problems start.
If the schedule only exists to track what happened, it is a fairly useless tool. It will be glad to talk to you about the project and tell you how horrible things are, but that is not what project managers need. Here are some ideas for using the schedule to help the project instead of just using it to document failure.
If we want better projects, we need to be better at our project management. But is consistency and formality the answer? Is demanding adherence to a common process what is required to get to “better”? The evidence here is mixed.
There is no exact science for people. Just as our project processes should be context-specific, so too should our team processes. Depending on whether your team is brand new, establishing itself or stable, the way we interact as managers and leaders should be tailored to fit the circumstances. Here are some pointers.
On an agile project, we often must accomplish the extraordinary. Yet how can we do so when we must work with such…ahem…ordinary people? Here are some suggestions for helping your group of ordinary individuals to accomplish the extraordinary on your agile project.
What is your PMO’s reputation among the PMs it serves? There could be a lot of distrust. Through experience, one manager discovered some potential problem areas that you may want to look at in your own organization.
While many projects may not have to adopt the elements of the Federal Incident Command System, some are set up to resolve a certain time-bound resolution of organizational priorities and can reap the benefits.
Risk management has been taking a backseat to project management. Finding an effective way to manage both processes harmoniously side by side has been a problem…until now.
In executing a project, it is up to the project manager and the stakeholders to make sure there is a solid foundation under the project team so that they can be successful.
Build versus buy decisions are crucial for success, but they aren’t simple. Some elements will be developed in house and some will be outsourced. But with such a wide ranging impact, how do you decide on the best approach?
Transitions can be difficult when management and stakeholders change--something that happens on a regular basis in the government. Some basic guidelines can keep the project on track.
|
"A child of five would understand this. Send someone to fetch a child of five." - Groucho Marx |
|