Small Projects, Big Savings by Implementing Best Practices with Earned Value Management (Lessons Learned)
According to A Guide to the Project Management Body of Knowledge (PMBOK® Guide)— Fourth Edition, “a project is a temporary endeavour undertaken to create a unique product, service or result […]. For any given project, the project manager, in collaboration with the project team, is always responsible for determining which processes are appropriate, and the appropriate degree of rigor for each process.”
Determining the processes, case by case, is also known as “tailoring,” and this keyword is one of the key concepts that must be embedded in any methodology based on the PMBOK® Guide. The project manager must adapt and adjust the PMBOK® Guide in order to balance his or her identified competing constraints while integrating the different management processes needed to deliver the expected result as a cohesive whole. Ultimately, each project manager has his or her own set of management processes as he or she sees fit to use it.
Normally, a project manager should be able to adhere to the PMBOK® Guide regardless of the project’s size or duration.
The first part of this article will revisit that statement with further scrutiny by providing a small project management practices reality check.
The second part of the article is a case in point: As the project manager responsible for a team of eleven
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