A few recent events have left this project manager feeling very positive about PMOs--and that’s something that hasn’t happened in quite some time. While we can't yet proclaim PMOs as saviors of organizations, they are now on the journey to success.
Why did PMI make Project Integration Management the first knowledge area instead of the last? Doesn’t integration happen when everything else is complete? Read on while we continue our series that shows why getting in physical shape is much like getting ready to write the PMP/CAPM exam...
Using continuous testing, one can immediately detect problems in code — before it’s too late and problems spread. Using a clever combination of tests, tools, and techniques you can tell right away when there’s a problem and it’s easiest to fix. The author uses a case study to illustrate the benefits of continuous integration (CI) and how it leads to better quality control (QC) and quality assurance (QA).
The project manager needs to make sure that integration management is not skipped while all of the other project work is going on. When thinking about how you are going to integrate everything together, the following themes are important to keep in mind.
Custom software development is notoriously difficult to estimate. We start with vague ideas of what we want, expecting to fill in the details later. We’re usually doing something a little different than what we’ve done before, or completely different. How can we act more productively?
Requirements cannot stand alone. So why do we so often fail to acknowledge that connection to other project elements...and what is the consequence of that failure?
If your project involves external resources in any capacity, then you are dealing with one or more outsourcing arrangements. This article gives some strategies for mitigating common obstacles for managing outsourced projects.
In the journey to PMP fitness, you have taken three decisive steps. But many PMs have not had the opportunity to participate in a suite of courses where most knowledge areas are explored from a combined approach of PMI theory and real-world application. While this can put you at a real disadvantage, it’s still possible to be successful. In out latest installment, we cover Project Integration Management.
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.
One team or a handful of teams may be able to deliver small systems with agile, but large complex systems require teams of teams to deliver significant features. How can companies benefit from “the team effect” at scale?
Integration management is the glue of your project, making sure that all of your work connects. It has two key elements--the project plan and change control. Is your glue strong enough?
Before you submit your project plan for final approval, you'd better check it over. Learn the steps for cross-checking a project plan.
There is a lot riding on your project's work breakdown structure. Use this worksheet to help you plan the WBS smarter and better.
The attached workbook is useful for these many projects out there where no costing data can be used--or is not available--so the classic Earned Value Technique cannot be applied. It provides not only a progress tracking mechanism but also effort based project forecasting based on the above consideration.
Behind every successful project is a rock-solid, detailed project plan. This template defines every aspect of your project. The final product can be used to make what you are doing clear to all project stakeholders.
This is a high-level example of a Project Charter for implementing a methodology, but the structure and approach will work for many projects. This example is heavy on risks and assumptions, light on budgeting, role descriptions and conflict resolution.
Timing is everything, even in project management. The key to a successful project is to use JPACE--that is, to Justify, Plan, Activate, Control and End it the right way. This Microsoft Project plan will help you do just that.
This checklist is designed to assist in the identification of areas where projects are strong or weak in project management. Ideally, the health check should be carried out at regular intervals, especially at major decision points to ensure no loss of expertise and progress in addressing areas of weakness.
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.
You're about to implement PlanView, so you should start by describing the project and defining its purpose. This sample Project Charter will help you define your PlanView project parameters.
While there are some subtle differences in closing a project with a party or a wake, a carefully defined checklist will help with either ending to the project. This checklist should be defined early on in the project and communicated to everyone who will have input into the checklist at the end of the project.
Your project plan will determine how good (or bad) life will be for you and your team over the course of the project. A good project plan uses the proper inputs, addresses good planning practices, and is positioned for ongoing use through the life of the project. Put sufficient effort into the plan and double-check it against a guideline, such as this checklist.
The HEADWAY small project plan is a work breakdown structure in MS Project containing links to detailed instructions and resources on gantthead.
This template outlines a classic Project Charter with a focus on project definition and strategic ties. Risks and stakeholder needs are covered, but not in granular detail. It is appropriate for fairly low-risk projects where the goal is to get everyone on the same page up front.
The HEADWAY large project plan is a work breakdown structure in MS Project containing links to detailed instructions and resources on gantthead.