The process of managing a project's communications should keep all participants, both team members and all key stakeholders, up-to-date on the project's progress. The process should also help project managers and project leaders make major project decisions and reach critical project milestones and project objectives. To achieve a successful outcome, project managers need a vast amount of information, such as expectations, goals, needs, resources, project plans and schedules, status reports, and budgets and purchase requests. They also need to communicate this information, at regular intervals, to all team members and other project stakeholders.
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Project managers employed by firms that have never used a formal project management methodology can find themselves frustrated with an executive manager’s reluctance to embrace the project management discipline. In order to convince anyone of the benefits of the project management process, it is necessary to know the potential obstacles that could discourage a company from pursuing something new.
What does it take to migrate a software development team from the traditional waterfall methodology to an agile methodology? For the majority of my career, the waterfall methodology was the method of choice and was what I used to manage projects. As agile methodologies were introduced, they became controversial as well as intriguing to me. Could these new methodologies really address the concerns of the waterfall approach effectively?
Aggregate risk rating and putting in place expert pools are just two examples of how project managers can take steps to minimize the bias of expert opinion in making decisions for their projects (throughout the various phases) by making sure the overall project risk and estimates of work are reasonable for the tasks required. Using a simple risk formula (probability x impact) to validate your information can help you achieve this goal in a precise way.
Whether you're a new project manager or seasoned management professional, it's a safe bet you've encountered one, and likely many, projects that have failed. Anyone who spends time at the office water-cooler can likely attest to this. Trading these "war stories" has almost become an unofficial hallmark of seasoned project managers. Taking a closer look at the impact of failing circumstances in the project environment we can arrive at a helpful call to action for all project managers.
A program or project manager needs to have a combination of attributes, but there are only two kinds of power: “expert” and ”reverent or formal” power. This power is derived primarily from the expertise and experience he or she has gained from managing work and/or the process or product contained within the chartered initiative. The ability to energize and motivate people into action and to work toward a common goal, while recognizing that each individual may have different perspectives on the meaning of success, is a prerequisite to achieving success.
How can you promote an open environment in which team members are not afraid to own up to their mistakes? The answer is simple: By being honest yourself. Although it may not be very obvious, honesty leads to trustworthiness. When you are honest and straightforward, your team members will feel that they can rely on you and that you will treat them fairly. This article outlines 10 techniques that can help you gain a project team's trust and confidence.
I have found the Crawford Slip Method (CSM) a simple and powerful tool for analyzing risk that has the side benefit of supporting team building. This method is an easy way to identify risks with minimal amount of required time, equipment, and training. This article examines some of the aspects of CSM and some from the nominal group technique, which includes the group review and ranking of the answers.
The competitive assessment benchmark is the most commonly used; it includes a review of internal services plus a market price assessment of those services provided by external suppliers to ensure competitiveness. Competitive assessments identify strengths and actionable improvement opportunities for cost, quality, and productivity. The author explains how to plan and execute a competitive assessment.
Business process management (BPM) is not another three-letter shortcut to promises of improved efficiencies and optimization of business and technological tools, methods, or mantras. BPM is a consolidation of earlier management theories and practices, with the addition of the human element in business.