The project audit gives stakeholders confidence that governance is working, and that the project is being managed properly and producing its intended objectives. In this article, an auditor for the Office of the Controller and Auditor General of Tanzania shares the importance of utilizing the process groups from the PMBOK® Guide in his work.
Find answers to these questions and more in this Scope Management Practice Area. If you are new to Scope Management, take advantage of the resources below and don't be shy about commenting or asking questions. If you're a seasoned pro, help others out and become an influencer. We welcome contributions from all sources and the more you participate, the more visible you become. Let us help you move down the road from "giver of sage advice" to "Thought Leader".
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As certified PMPs, one of our hallmarks is to be able to control scope, manage the schedule, and deliver project requirements on budget. But it is far too often that, although a project is successful in meeting scope, its projected benefits are lacking. The gap between charter and scope can result in significant unforeseen covert constraints to project impact. This leads to a variety of impact issues, ranging from the need for additional sub projects, funding, and configuration change to project management creditability and stakeholder management drama. Closing the Charter Gap is the validation of requirements against benefits and the business case to ensure that the end-product will deliver the financial, service, and cultural result it was envisioned to achieve.
This webinar defines and explains what a proposal is, how you prepare a proposal and why it is the most important phase of a project. The Webinar applies to all projects and a must know for aspiring and seasoned Project Managers.
This template provides a framework to communicate your project's purpose (with some supporting information) to the project team. It should be completed as soon as the project is approved and should be led by the sponsor. It will require input from multiple stakeholders (including the project manager), and should be walked through with the team as part of project initiation.
A project charter amendment is useful for project managers looking to control the versioning of project charters throughout the change control process. This template can be used as an output of the governance process, in which scope changes and their impacts on budget, milestones, resources and associated risks are reviewed and approved by executive sponsors.
The Final Project Performance Report is developed in the closing process. It documents final project performance as compared to the project objectives. The objectives from the project charter are reviewed, and evidence of meeting them is documented. Use this form to document your progress.
While actively participating in mentorship during a project with a local design/build firm, this practitioner compiled an overview of the project management process as detailed in PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Use this overview with other project managers as a tool to reference in your day-to-day PM activities (as well as share with new project managers).
This checklist is designed to help you ask and answer the tough questions about what defines your project and its mission. Before you start any work, take a quick look to make sure you haven't forgotten something important. (Hint: This document is excellent material for putting together your project plan!)
One of the most valuable things to do after project closing is conduct a lessons-learned session. But for that to be successful, you must involve all of the key players early on—and keep them involved throughout project execution. And that brings us to the discovery session.
The growth of agile and the increasing pace of all forms of project delivery have meant that the triple constraint is no longer the thing we all have to tattoo on our brains. But it is still important, and it is still heavily misunderstood. If it’s not helping, then it needs to adapt—and a new variable can help.
Organizations are recognizing that they need to go beyond the traditional metrics of scope, schedule and budget to determine project success—but those metrics still matter as indicators of how effective and efficient a company’s planning approach is.
Measurement has always been an essential part of project management success. The discipline has recently achieved even greater prominence as a project performance domain. Use these tips to refresh your measurement skills and increase performance.
As we move away from our focus on knowledge areas, what metrics is your organization using to monitor some of the new performance domains in the latest edition of the PMBOK® Guide? Here are some ways we can measure success.
Scope creep is one of the greatest challenges you’ll face in delivering a successful project. In this article, we look at what scope creep is, why it happens, how to get a project that’s experiencing scope creep back on track, and how to prevent scope creep in the first place.
Project managers spend way too much time worrying about constraints. Next time you risk missing one, recognize that it likely doesn’t matter much.
This article explains the cost pulse check process in IT project management, along with some examples and best practices a project manager can adopt to manage and represent financials realistically.
Too often, organizations start project work instead of developing a plan. This has to stop! Kicking off a project can be an overwhelming feeling for individuals new to project management (and for a lot of us experienced PMs, too). Keep these tips on planning and scope in mind to help ease your stress.
Just because the project business case or charter says a project has to be delivered within certain parameters, that doesn’t mean it’s possible.
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