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.
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Projects are not equally risky, and your risk management process should be scaleable to match the level of risk challenge faced by each. How? Here are the elements of a typical risk management process that can be readily scaled to fit the needs of a range of projects.
Our webinar Scaling Agile Metrics and Measuring what Matters with Sally Elatta was a hit. Here she offers advice based on your questions that she was unable to address during the session.
How might efforts to "scale agile" and apply its self-organizing principles to the development of increasingly complex solutions impact the project management discipline? Two key challenges are identified: the purposeful avoidance of the project manager role and favoring stable, persistent teams over temporary organizations.
As Kanban is applied to longer projects up to three months in duration, the principles of visibility, flow, variability and improvement are still in full effect, but challenges must be taken into account, including larger teams and higher-level sponsors, increased uncertainty and complexity, and, by extension, greater organizational pressures.
Too many organizations confuse doing agile with being agile. They force adoption through command-and-control thinking combined with predictive planning. That won’t work. In this series of excerpts from their new book, Craig Larman and Bas Vodde share best practices for adopting and scaling lean and agile development.
When approaches work well, it is natural to want to replicate them. However, scaling a process is not as easy as saying “Do more of it!” Here, we examine some strategies and anti-patterns for successful scaling.
There are nightmares we must all face as project managers. Here we provide some simple actions you can take to get back in control of your project, to scare away the project poltergeists and to awaken from your PM nightmares.
Be careful when negotiating salaries. Undersell yourself and you stand to lose a lot of money, not to mention beat yourself up when you learn about friends cementing better deals. Go too high and you could be left hanging dry. Here are some tips and snafus from the scary world of salary negotiations.
Do you have a "what if" strategy? Before you find out that you're not marketable and headhunters are ignoring you, you need to institute a battle plan of what you'll do if you lose your job.