This paper focuses on communications in a global project management context where project stakeholders reside worldwide, and discusses three critical success factors for achieving successful global project communications: frequency, furthering, and format.
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Too many times, business intelligence (BI) and data warehousing project managers are ill-equipped to handle their roles in guiding a project to success. Often, the person slated to lead a project is either a technician who does not know the first thing about managing a project or a project manager who does not know the first thing about BI. This paper introduces business intelligence to the pure project manager and introduces project management concepts to the BI practitioner in the context of an example project.
Leaders are not created from a ready-made mold. They are developed from the crucible of experience. True leaders are not merely organizational assets, they are a gift to others. Visionary leaders do not just view snapshots, they see the full picture. In short, effective leaders are discerning, observant, adaptive, and inspiring. In any project environment, project managers must take on a leadership mantle in order to survive, thrive, and overcome the challenging riddles of their projects.
According to the Standish Group's 2009 CHAOS report, 68% of projects failed, 44% of projects were late, over budget, and/or had fewer than the required features and functions, and 24% were cancelled prior to completion, or delivered and were never used. With statistics like these, it's just a matter of time before you're dealing with a project that is spiralling out of control. How do you get things back on track? This article walks you through a straightforward seven-step process for analyzing the project problems, developing a solution, and bringing your project back under control.
Project teams are often matrix in nature, staffed by members taken from diverse functional teams in order to achieve the project goal. This is complicated enough if the structure is a well-defined functional hierarchy. However, a matrix environment for completing projects adds in another layer of complexity. The functional "teams within teams" still exist, and each person has a functional "home" team, but now they also belong to a "project" team which has a finite life span, and a project manager to whom they also report. All of these teams need nurturing if a project is to be successful.
The project management office (PMO) of a municipality in the Middle East started investigating ways to make project managers practice and implement methodologies and techniques of project management. The challenge is to present project management (as a science) in an innovative way that grasps the attention of those project managers. The PMO conducted extensive research to identify new training methods and decided to provide a training course that is centered on a game simulating a real-life project.
This paper describes the capital project development process used by cities in the People's Republic of China. It is a generic process used by public officials and citizens throughout this nation. The respective roles and responsibilities of public officials, development managers, project consultants, building contractors, and citizens are described in detail in this paper.
Framework for Integrating Project Quality, Risk Management, and Integration Management into Earned Value Management (EVM) for Deriving Performance Based Earned Value (PBEV)by
Multidimensional project control systems, which integrate the critical to quality metrics of the project quality management, risk management, and program integration requirements into the earned value management system, delivers capability for the enterprise project team(s) in measuring the performance-based earned value of the project deliverables.
Part of the challenge that the project manager faces is the reality of having to serve so many different stakeholders and sometimes being pulled in very different directions. Most of us have been taught that our "sponsor" is the person who is the champion of the effort. Indeed, the sponsor is often the one that we are required to seek out for support and issue resolution throughout the project. So what do you do when your sponsor is the problem?
Often, if the planned costs do not meet project budget, the project manager will change the scope or finish date of the project to meet the budget constraints. Occasionally, however, it is possible for the project manager and the project team to develop creative means by which to adhere to the budget and still meet the project timeline and implement the original scope. This article is based on an actual project from a Fortune 500 company that was launched successfully in 2009. The project underwent major budget reductions while its original scope and time schedule were preserved. This article describes a broad set of project management activities that the project team managed throughout the project life cycle while reducing overall project costs and maintaining the integrity of the project.