As with so many things, the first step of a project is probably the most important. A solid plan, well thought-out and well communicated, is the cornerstone of your project's success. Without it, the walls are certain to come tumbling down.
You're not using the same technology you used 20 years ago, so why are you using the same management techniques? The technology of management needs to stay ahead of the game, and you, the project manager needs to be the star player.
Behind every successful project stands a competent project manager. Learn how to stand and deliver successfully.
Formal processes have their place in the halls of project management, but sometimes a little project management ad-lib can go a long way. You won't end up at the Improv, but you may uncover your best practice when it comes to managing projects.
Part 4 of our series brings us to Chapter 4 in PMBOK, a crucial part on the path to certification.
Management doesn't believe a project should take as much time as I do. How do I persuade them to listen to me?
Reason No. 4? Failure to adequately identify, document and track requirements. Ambiguity of requirements is like corrosion in projects, eating away at the team's credibility and at the probability of having a successful outcome. Project failure is a forgone conclusion. Or is it? What can and should be done?
Through institutionalized project closeouts, organizations can establish management direction that goes beyond project-specific metrics and measurements--and toward enhancing long-term performance and solution delivery capabilities.
Through institutionalized project closeouts, organizations can establish management direction that goes beyond project-specific metrics and measurements--and toward enhancing long-term performance and solution delivery capabilities.
If you don’t know where you are going, how will you know when you will get there? Unless you want to be going around in circles, contemplating a failed project, you’ll need a project charter.
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