Lets have some thoughts on what should be important for a successful medium to large sized company - an employee satisfaction or to be business oriented?
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Every project manager has a story to share about that project that just wouldn't quit, or the sponsor that wanted the moon delivered next week. In this blog, I hope to share ideas on setting realistic and achievable goals for the projects we manage. Of course, if there is something else that catches my mind, I will just have to share it, too...
Insights for the innovation community.
Acceptance of risk involves recognition that the risk is a factor, and that the project team is not actively changing its approach to the project to respond to it. Acceptance is not the same as ignoring the risk, however; contingency plans should be put in place to be able to respond to the risk should it in fact occur. ...
The Project Manager is typically accountable for meeting all requirements of a project, meaning her or she is the one who pays the price if those requirements are not met. Team members may be responsible for tasks within the project, but not always accountable for the value created (or not created). ...
An Action Item is work that is a follow-on activity, usually to a meeting. It is often an action arising out of the conversation, but not core to accomplishing meeting objectives. So we formally schedule an action item to ensure the necessary activity is noted and assigned, but scheduled to be completed later so as not to derail the meeting.
A component of work performed during the course of a project. Can be a Stage (group of steps), Step (group of tasks), or Task (individual activity).
The accounting technique, which identifies all costs associated with individual activities comprising a project or process, irrespective of its place within an organizational structure. For example, ABC assigns product costs, based on the activities that are required to produce a product. By identifying the product’s cost drivers and its corresponding activities, this technique also allows for identification of non-value-adding activities and opportunities for cost reductions through reengineering or redesign.
A technique used to describe a specific activity in order to enable improvements and facilitate strong activity management.
Agile Project Management aims to outline fast, flexible, customer value driven approaches to projects.