Project management techniques help to establish order and clear lines of responsibility and can be invaluable tools for successful implementation of due diligence efforts. The application of a WBS and a project schedule remove the potential bias of a “done deal” mentality and focus the effort to develop an informed opinion.
In this article, the author shares three common mistakes that can make your risk management effort completely useless, if not counterproductive.
As project managers, we need to hold ourselves more accountable to reading the new versions of the PMBOK® Guide to make sure that we not only understand the new content, but that we’re able to implement it in our daily work.
Planning is time-consuming, and the end result is often inaccurate when assumptions crumble or circumstances change. No wonder many teams prefer to dive in and work out the details later. But even in an agile environment that does not delight in documentation, there is real value in planning (if not the plan itself).
Project leaders should never overlook the importance of building trusted relationships. Without them, your ability to drive teams, serve customers and connect with stakeholders will suffer—not to mention your career. Here are nine skills and attitudes that can help you build professional relationships that make a difference.
Are work breakdown structures and product backlogs really so different? They both help with forming agreement on scope. Yet, due to how they are often used, they are viewed as quite different by many people…a viewpoint this expert would like to change.
Project scopes are far less stable than they were in the past. The fluidity of modern business drives changes to what’s needed and what’s delivered. How do we manage scope in that environment?
Agile adoption presents many challenges, none greater than when executive leaders and decision-makers are the biggest barrier to the cultural change that needs to occur. But it’s not an impossible hurdle to overcome. You have to play the game on their terms, one step at a time.
The Pay for Success (PFS) approach provides a compelling “try before you buy” platform for conducting a new product or service analysis. Is there a way to “experience” the needs and challenges of engaging in a PFS initiative, and to “visualize” the potential benefits of the offering, without a large commitment of resources to such an up-front effort?