Becoming a grandparent has proven to be one of the most rewarding projects of this PM's life. It has involved long-term planning, short-term scrambling, unexpected risks—and the kind of scope expansion that only babies can deliver.
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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Srikana RaySrikana Ray replied Apr 20, 2026
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Jeff PanningJeff Panning replied Apr 9, 2026
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Imran AfzalImran Afzal replied Apr 8, 2026
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Pravin Kumar ShrivastavaPravin Kumar Shrivastava replied Apr 2, 2026
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Syed Ashir RiazSyed Ashir Riaz replied Feb 24, 2026
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Lissette Indhira Pimentel SosaLissette Indhira Pimentel Sosa replied Feb 7, 2026
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Syed Ashir RiazSyed Ashir Riaz replied Feb 4, 2026
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Mohammad Junaid KhanMohammad Junaid Khan replied Dec 3, 2025
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Luis BrancoLuis Branco replied Nov 14, 2025
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The objective of this presentation is to outline the characteristics and complexities of projects, particularly focusing on the management of planning in complex projects. A project is defined as a temporary endeavor aimed at creating a unique product, service, or result with clear boundaries in terms of time, money, quality, and functionality.
La performance des grands projets défraie souvent la chronique le plus souvent à cause des dépassements de coût et des retombées en deçà des attentes. En effet, les projets ont tendance à avoir un « comportement » compliqué voire « une vie » difficile. Dans une perspective de systèmes complexes, le comportement d'un projet est l'étude de la manière dont les projets prennent des tournures différentes et complexes entre leur lancement et leur exécution, ou connaissent des déviations systématiques par rapport au plan. Cet exposé met en scène deux personnages clés du récit du comportement des projets. Les Pollyanna ont un penchant pour l'espoir et considèrent que les projets peuvent, contre toute attente, réussir malgré les défis auxquels ils sont confrontés. Ils associent la dérive des projets à des erreurs de gestion plutôt honnêtes, mettent de l’avant « l’erreur » comme la source du mal c’est-à-dire des facteurs tels que les changements à l’envergure, la complexité et l'incertitude. Pour contrer l’erreur, ces sur-optimistes se tournent vers les « best practices » ou les bonnes pratiques de gestion. Les Cassandre ont plutôt un penchant pour le désespoir et avancent que les projets sont voués à la contreperformance. Ils lient la dérive des projets à une distorsion systématique de la pensée logique, pointent du doigt « le biais » comme la source du mal, notamment le sur-optimisme et le mensonge stratégique. Pour en finir avec ce trouble du comportement, ces sur-pessimistes recommandent de « débiaiser » les prévisions des projets. Qui a raison ? Qui a tort ? Dans cet exposé, nous nous basons sur des études de cas de projets pour dépeindre leur performance à travers ces deux lectures comportementales.
The purpose of this Project Outline template is to clearly explain the reason for starting the project and ensure alignment among stakeholders. It acts as a high-level communication tool to share essential information with both leadership and project teams, helping to initiate the project smoothly—especially when team members are spread across different locations.
The deliverable plan template is intended as a more detailed specification of the deliverables to be used on a project. It is a useful document for clarifying and making explicit the expectations of each deliverable that will be produced.
The simple project plan is intended to provide an easy, efficient and non-intensive way of documenting a project plan. The intention is to capture essential project plan information without being onerous, formal or overly detailed. This template includes a description, instructions, and guidelines for adapting.
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!)
If there’s one project we all hope to have assigned without volunteering, it’s managing the aging process. This project doesn’t begin with a kickoff meeting. Instead, it sneaks up on you. This PM ponders managing scope, risks and wrinkles.
The first step in project management is finding out which features are needed, which are nice to have, and which are insane and unrealistic. And those skills come in handy in one of the most nerve-racking "real life" projects we can face.
One of the most common challenges in any project manager's career is recognizing when a project is slipping—and knowing how to address the issue effectively. Get help recognizing the warning signs and instilling proactive practices.
Every one of us is a project manager in daily life, whether we recognize it or not. Here's how one practitioner put on his PM hat for an anniversary vacation to Portugal.
Have you ever wondered why projects at work often run late while wedding projects—with all their intricate logistics, high stakes, and emotional intensity—always come off without a hitch? What can we learn from these personal projects?
It all started with a webinar on ProjectManagement.com and the follow-up questions received from participants. This inspired the presenters' decision to embark on the adventure of writing a book—which became a complex project unto itself.
Get to know RAVES, a value-based, stakeholder-focused, iterative approach to project management that drives efficiently toward prioritized outcomes—while simultaneously seeking to gain improved stakeholder engagement, build relationships, and enhance value of the projects.
You can’t completely avoid pits of despair when projects start to go south, but you can control how you manage through them. Ensure you are the one steady at the stick so you can help everyone navigate through the pit with these tips.
By developing a strong understanding of cloud computing, PMs can be better equipped to lead their teams and deliver successful projects. But where do you start learning cloud skills—or at least get some level of cloud computing awareness?
This article draws on well-known, basic project management concepts to introduce the high-level project management concepts of defined and empirical process control. It also attempts to contrast them and suggest how they might be used by PMPs in practice.
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