Project management is changing. Is it also time to change what a PM is accountable for and where that accountability lies?
Our ability to cross this divide will define how successful the project will be. Will we deliver solutions as specified by users or will we solve business problems as expressed by stakeholders?
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Many organizations, including Project Management Institute (PMI), have performed studies to identify main reasons behind challenges and failures in projects. Although very often low quality of requirements as well as stakeholder management were among the top causes, the main reason behind all of them is ineffective communication.
Many stakeholders think once they’ve provided the vision of their solution, the project team should go away and give them what they’ve asked for. During this presentation we provide tips and techniques for not only for defining the real need, but for asking the right questions to uncover expectations.
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This template can be seen as an extension of a typical stakeholder register (general information and level of interest/engagement), enriched with classification regarding a salience model.
If your project involves many persons or groups divided over different locations or time zones, it is advisable to create and maintain a communication plan. This will give a clear view over what should be communicated, who should transmit this information, and when and how it should be sent. You can start defining the communication plan once the stakeholders (and their needs) are identified, which is normally in an early stage of the project. This document lets you plan different types of communication within your project.
While numerous key performance indicators (KPIs) typically influence IT projects generally, the benefit of tracking all of them may be outweighed by the cost to do so. Therefore, each project must carefully select and manage those KPIs most relevant to its specific situation. This sample template can be used to define KPIs; also included is a table with examples of possible KPIs for each of the previously defined project-critical success factors (PCSFs) and a metric (measure and dimension) for each KPI. Use in conjunction with the article Determining IT Project Health.
This presentation template is a formal customer-facing status report used for medium to larger projects, or for reporting multiple projects with the same stakeholder audience.
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|A.||Agile teams may work for some types of small software projects. However, other projects cannot possibly be completed successfully without careful preparation and constant monitoring of analysis checklists, risk registers and SWOT analyses. The information gathering techniques and diagramming techniques can also deteriorate the project if the correct ones are not implemented.|
|B.||The suggestions in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) are only intended to be suggestions. In reality, no actual projects use them. Instead, a project manager will have the highest percentage of successful undertakings by simply relying on the already existing practices found in the organization. They are the reason this enterprise thrived in the first place.|
|C.||You need to talk to your co-lead on this hybrid team about being on the emotional payroll and why his current behavior is not good for the project. It’s uncomfortable talking to a peer about this, but it is better than the entire project failing or the customer experience being negative and thwarting future contracts with this client.|
|D.||Since agile and traditional project management are so different, you two should take turns meeting with the customer for the updates. In this way, you won’t have to witness the behavior that you find unacceptable. If the customer does panic at the unconsciously scary message of doom and gloom delivered by your colleague, he can take it up with his boss.|
We need people to feel important, involved and included in every phase of the project from the beginning. The way to keep them motivated is to have an effective communication management strategy.
Your cost, schedule and resource estimates need to be realistic. But for this practitioner, that wasn't always the case in an effort to garner sponsor and customer approval. What would you do in this situation?
As project managers, our role is all about relationships with people. But some of our greatest growth comes when we look inside ourselves.
Can we apply lean principles to project management itself? Here the author proposes tips and tricks to introduce lean into our practice, avoiding common waste pitfalls and presenting experiments made in the field to improve the personal productivity of the project manager.
Projects succeed because of the relationships between people and the ability to create an environment where everyone involved is engaged and committed. Lessons learned sessions can be stressful experiences for those involved, but is that a reason to avoid some of the more sensitive aspects?
This is an exploration of the importance of first-cost estimates in engineering projects and how they are used to decide whether to go ahead with market studies and engineering development—or dismiss the project.
Complex projects can be intimidating. A good PM will help the team focus on its own work and not be overwhelmed by the bigger picture—but the PM has to strike that balance.
We generally talk about managing projects that were sold to our customers. But how about the management of a presales project? Is that just like managing any other project? Do we have the same constraints? Is it less stressful?
Do project managers really need to plan for project activities? Is it really worth the effort? What do we lose if we simply execute the project? When a PM practices agile and DevOps, do they still need to plan, or do these discourage it? Here, the author reinforces the power of planning.
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|Fear of losing skills||Mirza Mohibulla Baig||Sep 21, 2017 1:50 PM||0||8|
|How can we help clients understand their role in meeting deadlines?||Keith Emery||Sep 20, 2017 7:27 PM||0||14|
|Are you familiar with "Brainwriting" as a divergent tool for generating ideas?||Teresa Lawrence, Ph.D., PMP||Sep 13, 2017 7:31 AM||0||9|
|the human resource management K.A. is suppose to be subsidiary of stakeholder management K.A...?||PAVANKUMAR POKURI||Sep 6, 2017 8:33 AM||0||3|
|Stakeholder Management Plan and sensitivity of information therein||Betsy Green||Sep 5, 2017 12:39 PM||0||3|
|Research in the field of Project Portfolio Management||Vrushank Buch||Aug 27, 2017 12:14 PM||0||0|
|What are strategies used to deal with silent and difficult stakeholders in a project?||Amantle Nyangane||Aug 26, 2017 8:53 PM||0||6|
|Complete change of customer's project team||JOSEE DUFOUR||Aug 24, 2017 10:56 AM||0||10|
|Large Scale ERP or Digital Transformation Programs||Mikel Steadman||Aug 18, 2017 3:31 PM||1||0|