We all know the last thing you do in the project is test it. The question, however, is how to plan for it. The problem with many project plans is that they don't allow for a situation where the test fails, which is almost inevitable. Here's some help.
188 items found
As a project manager, you’re used to focusing on the project itself. That makes sense when it comes to hitting deadlines and making your budget. There’s a gap though. You might be hurting the organization’s financial sustainability.
Most projects don't end with their launch date—they have an active lifespan and eventual decommissioning. Do you know what the true end-to-end cost of your project is?
Estimating something to be developed in a product—something that has not been done before—involves inherent uncertainty, not the least about how much work is required to produce a finished product. Estimation is about having a grip on the size of a project in terms of the amount of work, complexity or functionality, and is critical to the business.
Effective decision-making requires forecasting the outcome of each option based on the probability of alternative scenarios. As a project manager, you must become the financial advisor on your project. Management reserve should be added to your baseline costs, then used to manage the uncertainty of risks and to mitigate variability.
Are you looking beyond individual departments and focusing on the value created in the full series of activities they perform to create and deliver their product? Here’s the story of one PM who was willing to step beyond her role to move the focus of “better, cheaper, sooner” to the whole chain of work her firm delivered to its customer.
The engineering and construction industry is transforming from a document-driven to a digitally driven sector. Besides the physical assets delivered, managing project data and information is essential to providing better quality deliverables, cutting costs and controlling risks.
Product and feature delays can adversely affect adoption for IT projects and revenue for commercial products. Cost of delay (CoD) is a way to explain and calculate those costs. Here’s how one agile program manager used CoD to explain risks.