You’ve created the WBS, estimated the effort and identified the resources. But your schedule is not complete — or realistic — unless it reflects the entire project plan, including cost, risk and quality. Schedule-centered planning can help. Sure, there is always pressure to commit to dates right now — just be sure they’re not delusions.
Too many projects are driven by an overly optimistic schedule where the probability of meeting the end date with an acceptable deliverable is very low. Then, poorly planned attempts to meet those unrealistic dates result in problems that not only cause dates to slip, they compromise quality.
For organizations that use projects to execute strategy, Yogi Berra hit the nail on the head, “You’ve got to be careful if you don’t know where you’re going ’cause you might not get there.” Best then to get those closest to the work — the team — involved in the process.
Many large work initiatives run as projects would be more successful managed as programs. Such misdiagnosed projects include dimensions of size, complexity and duration that challenge the project perspective and lead to a higher likelihood of failure. A different methodology is called for, one that recognizes the difference between a program and a project and adopts the right set of skills to the task.
There is no “Holy Grail” for managing a project, but there are certain fundamentals that can influence your results for the better, more often than not. From upfront discovery session to holistic communication throughout the life of the project, here are nine steps that can make you a better project manager.
Elaborating on Dwight Eisenhower's often quoted declaration, a project plan that exists in a vacuum is useless, but active, collaborative planning is indispensable. Here are three keys to injecting a collaborative mindset into your project environment, from decision-making to execution.
As you embark on your next project journey, what techniques and tools do you absolutely need to succeed? Acknowledging that every initiative is different and some require more “items” than others, three project management veterans share their PM Survival Toolkit, packed with the bare necessities to bring most projects safely home.
Stakeholders don’t like suprises, especially when it comes to project costs. It’s worth taking the time to carefully estimate the business analysis phase of the project. Here are five tips.
When project milestones are being met, but related work is being pushed aside, you have a case of phase-shifting. A crash is around the bend. Here’s how it happens and how to avoid it.
The best approach on any given project depends upon many factors, including the novelty of the work, the duration and size of the project, and access to users and quality project information. Here is a primer on what to consider when choosing between a waterfall and cyclic lifecycle.