≡ Sections

Justifying

You Wanna Be Starting Something?

by Mike Donoghue

Determining the nature and scope of a project is essential to refining how the resulting effort will accomplish business needs. A crucial component of this is having the knowledge of the business environment and the demands it must meet.

Standard Business Case

PREMIUM deliverable

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

Opening Day PM: How to Start on a New Project

by Mike Donoghue

Starting a project is difficult. It's important as a PM to establish who you are as a person in the beginning, particularly with respect to how you will treat the project work and the individuals who will be involved in the process.

Standard Business Case

PREMIUM deliverable

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

Topic Teasers Vol. 31: Change Rests On You!

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

Question: We have a massive internal change coming, and lucky me…I get to head the project! We have tried this before and had to pull back because of negative employee reactions. I know that this time we need some change management processes, too, but who is responsible to do that part of the project?
A. The good news is, it’s you. You need to take the responsibility and coordinate the change processes in with your usual team activities.
B. The good news is, it’s not you. Focus on the project and on meeting your metrics of time, cost and quality as usual. Corporate management is responsible to make sure employees accept and use these new changes.
C. The PMO is “where the buck stops” when endeavors move from simple projects to create products or software and billow out to vague objectives like “employee acceptance” and “corporate compliance”..
D. Ask your manager. Your project charter is limited to producing the usual product or services and your team is not skilled or experienced in change management processes. Your manager can deal with getting the changes accepted and getting them to stick.
Pick your answer then Test Your Knowledge!

Standard Business Case

PREMIUM deliverable

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

Portfolio Management from the PM's Perspective

by Andy Jordan

Many organizations fail to recognize that they are driving significant change to a PM’s job--and even fewer do anything to try and make the transition a constructive one. Here, we look at portfolio management in terms of the impact on PMs--and offer some guidance on how to help ensure that those PMs are champions of the evolution rather than resistors.

Finding the Time to Collect Lessons Learned

by Kenneth Darter, PMP

Lessons learned can be a valuable resource to future projects. Collecting them should be a priority for the project team even when they cannot see the immediate benefit of it. Keep these four tips in mind to help the process run smoothly.

Monitoring and Controlling

Saving a Slipping Schedule

by Kenneth Darter, PMP

When a schedule starts to slip, the project manager should be ready to jump in and get things back on track. Here are some strategies the PM can use that do not involve forcing everyone to work 80-hour work weeks.

Standard Business Case

PREMIUM deliverable

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

Standard Business Case

PREMIUM deliverable

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!

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"You can lead a horticulture, but you can't make her think."

- Dorothy Parker