The success of a project depends on the processes that are followed, the people who execute them and the contractual terms and conditions. This subject is all the more relevant to companies who take up work with little background and experience. Understanding some of the common pitfalls that should be avoided by sellers is essential.
We’re often taught that our “sponsor” is the person who champions the effort and provides critical support. Indeed, the sponsor is often the one we’re to seek out for support and issue resolution throughout the project. But what do you do when your sponsor IS the problem???
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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?
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.
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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.
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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Setting up a project management office is daunting. If you want your PMO to be accepted by your organization and get its permission to exist, you must focus on determining why your PMO is really needed.
Project management is changing. Is it also time to change what a PM is accountable for and where that accountability lies?
All organizations, no matter how large, have limited resources. All successful companies and teams, no matter how skilled or diversified, perform certain tasks very well and others not as well. By collaborating with external teams, companies can focus on what they do best and let their partners complement them in areas where they do not have core competencies.
Project managers are well-equipped to add unique value to their projects through their visual communication abilities. Read on for two practical examples.
|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?
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