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234 items found

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Getting Fixed

by Hans Robbers

How do you make a fixed-price contract work? This article investigates the reasons why IT projects tend to overrun the budget--and the mitigating actions that can be applied.

Project Planning: The Flaw Factor

by Tom L. Barnett, PMP

At the beginning of a project, plans are all about approximations. So what aspect of reality is it that creeps into projects and seems to shatter those estimates? Here are seven traps to watch out for...

Scope Management: Not Always Saying 'No'

by Brad Egeland

How do we ensure that we aren’t running around reprimanding team members and shouting “No!” to everything that comes out of the customer’s mouth? Here are three steps to set scope management in motion and ensure that it’s a positive for the project.

Mission (Statement) Accomplished?

by Brad Egeland

If you don’t know where you’re going, how will you know when you get there? If we lived in a perfect world, we’d always have perfectly detailed requirements. The mission statement is there to guide us through some of the questions we have.

Agile Contracts (Part 1)

by Mike Griffiths

Agile methods deliver many benefits in terms of their flexibility to cope with changing requirements and priorities. However, this adaptability and reluctance to be tied down on scope can create contract problems when trying to form supplier agreements or outsource work. Part 1 of our two-part series covers the challenges of agile contracting and offers some of the packaged solutions created so far.

The Importance of Change Control

by Brad Egeland

Why is change control so important? With everything a project manager is responsible for, why so much concern over it? What does it really mean, and how do we perform it?

The Project Charter: Justify My Project!

by Andy Jordan

It scares this writer how many project managers believe that projects start with the planning phase. It scares him even more that their employers often agree.The project starts during the justification phase of the initiative, and the project manager needs to be a part of that process.

'C' is for Cookie! Er, Control!

by Michael Wood

You justified your project, planned it to the last detail and have gotten it approved and activated. Now what? Time to actually do the project--and that means managing the actions needed to insure the plan delivers as promised. In short, time to control the process. Here we explore this critical stage of JPACE in terms of its practical application.

Planning for Fun

by Andy Jordan

As project managers, we are biologically programmed to groan whenever the thought of planning a new project comes up. Which begs the question: Is it possible to make planning a pleasurable experience? (Baby steps, dear readers...baby steps!)

Agile Contracts (Part 2)

by Mike Griffiths

With less emphasis on upfront specs and higher rates of change, how are agile projects contracted? Part 2 of this article outlines building blocks for creating agile contracts.

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