In your opinion what would be important to control in a project? I know cost is an obvious one but is there a specific project template that one must use or how does one monitor this? Saving Changes...
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Hans RobbersSenior Director| SalesforceVlissingen, Netherlands
Jikesh
I suggest you read the blogs triple contstraint and beyond the triple constraint initiated by Dave Garret. In addition to that you can also read the articles I posted in April and May named Balancing Ty 1 and 2.
good luck
Hans Saving Changes...
That's a big question. Apart from the triple constraint: scope, time, cost (some say quad constraint and add quality) you have resource issues, equipment issues, change control issues, risks, issues, task issues, slack time, and a whole slew of items that will likely vary from project to project. If you're looking for a short answer pick up one of the thinner books on project management from a library. That should give you a high-level idea. Saving Changes...
Richard HowProgramme Management Consultant| How Associates LtdHarthill, South Yorkshire, United Kingdom
in my opinion the most important thing to control in a project is everything :-). No part of your project should be out of control, the degree of control and what constitutes out of control is the key. If a task over runs by 2 days it can be an issue, but if those two days are saturday and sunday and the next task isnt due to start untill monday then its not an issue apart from the extra cost. The main focus is the eternal triagle, cost , time, quality. Quality is sometimes called scope as if you take things out of scope the end product will be of a lesser quality than originally planned. The reason these are seen as a triagle is because they are all finite, have a look at the attached pdf. Saving Changes...
I feel pompous writing this way, but here I go....
If you only control one thing on your project, control the value that the project will bring to your organization.
The triple constraint is good to think about, but the key is the value to the company. I like to remain aware of strategy, impact on profits, regulatory issues, and other things that really matter to my senior executives.
Some others might rephrase: "The one thing you should worry about is keeping your client happy." Saving Changes...
Richard HowProgramme Management Consultant| How Associates LtdHarthill, South Yorkshire, United Kingdom
very valid point Alex and not in the slightest bit pompous (well I diddnt think so anyway), my answer was based on the assumption that the due diligence had been done to determine if there was value to the company as I believe if theres no value theres no project :-) So, at risk of sounding pompous myself, I think if you combine our two answers you probably have everything you need to do. Saving Changes...
Well said, Richard. I like the sound of that: "worry about just one thing, but also worry about everything." Project management seems to attract those kinds of paradoxes. Saving Changes...
Athanasios ChoutasIT Officer and Project Manager| European Public Prosecutor's OfficeLarisa, Thessaly Greece, Greece
I will agree with Al. value is the cornerstone where everything else is built. Saving Changes...
