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.
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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.
Positive risks always exist, whether or not they are detected or recognized by the project management team. In the context of IT project/program risk management practices, project team(s) are predominantly focused on negative risk identification, related priorities, the probability of occurrence, and associated impact on the project goals/objectives and risk response–planning strategies such as avoid, mitigate, transfer, and accept to address the negative risks. It is important that the project management team is cognizant of the risk/reward duality and that they implement the positive risk/opportunity management integration rigor into project systems development life cycle (SDLC) processes.
This article is about a critical attribute associated with the project schedule, which can help you in your planning activities as well as help others better understand one of the most basic yet significant of all project task attributes. That attribute is the ability of a task to flex and compress under the inevitable changes of the project.
This article highlights some of the challenges experienced in implementing a Supervisory Control and Data Acquisition (SCADA) system in a desert environment. Some of the challenges of this large project were expected, while others were seen only during the start-up. Project managers need to be rigid in their project execution skills, but flexible enough to allow for creative thinking when problems arise. However, even the best of plans can be overwhelmed with real-world problems, requiring that a strong project manager come up with creative ideas for restructuring the plan quickly and efficiently.