Justifying

Topic Teasers Vol. 53: Make Your Point With 'ilities'

by Barbee Davis, MA, PHR, PMP, PMI-ACP

Question: This is a small company and I’m very lucky. Rather than just having a project dumped on me, my boss typically describes what he is thinking about doing and he asks my opinion. The problem is that I don’t know how to evaluate his project ideas quickly and I don’t want to give him wrong advice. How can I hold a meaningful conversation without looking stupid?
A. Ask to take the idea back to your desk for a week or so. There you can confer with other employees and do additional research on his idea before you give him your response.
B. The Ilities are the group of mythical Greek women who protected Homer and saw to it that he won every battle. Use the story of the Greek heroes, who found courage by relying on the idea of protectors backing them to mentally allow you to gain the confidence to discuss the project ideas.
C. The responsibility for choosing projects belongs solely with your boss. Tell him that you are flattered that he has asked your opinion, but you feel that your role is just to fulfill the project requirements he sends to you in writing.
D. There is a list of quality checkpoints called the “Ilities”. They are also useful when evaluating a project at conception to see if it is worthwhile to pursue, or if it should be dropped.
Pick your answer then Test Your Knowledge!

Standard Business Case

PREMIUM deliverable
by Michael Wood

Document a business case to persuade upper management to fund your project. Keep it short and succinct enough that the busy executive management audience will read and digest it. It should directly convey the information they need to know with salient, hard-hitting, supporting evidence that addresses the bottom line. This is a basic instructional framework of the information you should include in your business case. Enhance it as you wish!

Initiating

Project Purpose Summary Template

PREMIUM deliverable
by Andy Jordan

This template aims to help overcome a common problem by providing a simple framework that the PM can use to communicate with the team. This template doesn’t replace discussions and presentations, but it does provide a basic foundation to those discussions for all team members.

Standard Business Case

PREMIUM deliverable
by Michael Wood

Document a business case to persuade upper management to fund your project. Keep it short and succinct enough that the busy executive management audience will read and digest it. It should directly convey the information they need to know with salient, hard-hitting, supporting evidence that addresses the bottom line. This is a basic instructional framework of the information you should include in your business case. Enhance it as you wish!

Planning

Tracking Project Benefits

by Kenneth Darter, PMP

A project is only useful if it produces benefits to the organization or client. The project manager and project team should be prepared to track those benefits during the project lifecycle. Here we provide some things to keep in mind.

Standard Business Case

PREMIUM deliverable
by Michael Wood

Document a business case to persuade upper management to fund your project. Keep it short and succinct enough that the busy executive management audience will read and digest it. It should directly convey the information they need to know with salient, hard-hitting, supporting evidence that addresses the bottom line. This is a basic instructional framework of the information you should include in your business case. Enhance it as you wish!

Executing

When Hardware and Software Become One: Project Partnerships and Infrastructure

by Mike Donoghue

When working on the complex tasks associated with configuring for combined hardware and software product deliverables--and the sharing that takes place between the technologies--it is important to have the right mix of teams in place in order to make project execution a less painful reality.

Have PMOs Turned the Corner?

by Andy Jordan

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.

Monitoring and Controlling

Improving Problem Processes

by Kenneth Darter, PMP

Complacency should be combated anywhere it occurs--especially on projects. Nothing creates stagnation better than processes that are used just because they’ve always been used. Keep these five tips in mind to help.

Standard Business Case

PREMIUM deliverable
by Michael Wood

Document a business case to persuade upper management to fund your project. Keep it short and succinct enough that the busy executive management audience will read and digest it. It should directly convey the information they need to know with salient, hard-hitting, supporting evidence that addresses the bottom line. This is a basic instructional framework of the information you should include in your business case. Enhance it as you wish!

Closing

Closing a Project Successfully

by Kenneth Darter, PMP

If a project has been successful throughout the execution but does not end correctly, it can leave a very bad impression on the client and affect future business. Are you spending the proper time and resources on closing out the project successfully?

Standard Business Case

PREMIUM deliverable
by Michael Wood

Document a business case to persuade upper management to fund your project. Keep it short and succinct enough that the busy executive management audience will read and digest it. It should directly convey the information they need to know with salient, hard-hitting, supporting evidence that addresses the bottom line. This is a basic instructional framework of the information you should include in your business case. Enhance it as you wish!

ADVERTISEMENTS

Laurie got offended that I used the word "puke." But to me, that's what her dinner tasted like.

- Jack Handey

ADVERTISEMENT

Sponsors