A project begins with untested assumptions, competing options, diverging opinions about product scope and so on. Creating visual models that show the “why, who, how and what” of the problem being addresses can facilitate the process of getting to better solutions faster — even without sufficient knowledge to get them right the first time around.
Changes, even when they are for the better of your project, come at a price. But it can be difficult to measure the true cost. Let’s look at five types of hidden costs that change can bring to a project, from the schedule to team performance, and what we as project managers can do about them.
You can't build realistic forecasts without taking into account potential risks. So when it comes to creating project schedules, why is risk so often addressed as a separate exercise? To properly accommodate for uncertainty we need to embed and intertwine these processes within our tools. We need risk-adjusted scheduling.
Management decisions made before a software project is underway are a significant factor in determining whether it succeeds or fails. Here are seven principles, based on comprehensive studies, that leaders must support and uphold to help create an environment in which projects can succeed. Ignoring them practically guarantees failure.
Bad project estimates cause costly delays, scope creep and inefficient resource allocation across programs and portfolios. Here are 10 ways to generate more accurate estimates throughout your organization, starting with a multi-phased approach and including top-down and bottom-up methods.
When Enterprise Resource Planning became the next big thing, many organizations jumped in without fully investigating if it was right for them. Here is a deep dive into Oracle’s PeopleSoft, the quintessential ERP suite, from purchase decisions to planning and implementation, along with some helpful post-mortem lessons learned.
Agile is a team-focused philosophy. However, when transitioning a portfolio to agile, management’s role is crucial, and a clear roadmap and resource plan will serve as a foundation. Here are lessons learned from a recent agile transition of a multinational retailer’s digital project portfolio.
In managing thousands of professional services projects, Geoff McQueen was frustrated by the “structured fantasy” of Gantt charts and rigid planning. But many clients were uncomfortable in agile environments and felt like they were writing blank checks. McQueen favored a hybrid approach and created a collaborative online platform to support it.
A new guide from Project Management Institute helps practitioners and organizations understand and address complexity in projects, including sections on alignment, behavior, standards and developing an action plan.
Management reserves address the fact that not all project risks can be identified up front — the “unknown unknowns.” Many organizations fail to recognize the need for these reserves, and many more set them arbitrarily. But ignoring the importance of reserves is a risk in itself, and guessing how much to allocate for them is just bad management.