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.
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Why is LOE as important for a project as other aspects like stakeholder satisfaction, cost overshoot and schedule variance? And are you approaching it the right way?
Risk management has been taking a backseat to project management. Finding an effective way to manage both processes harmoniously side by side has been a problem…until now.
An application has been bolted together piece by piece, and it’s threatening to break any day. It’s now been handed to the PMO with the mandate to try and modernize it--and make it a tool for today that can truly act as a hub for other tools without alienating the current user base. So what does the PMO do? Read about a voyage into (potential) salvation.
It's important to engage your stakeholders early on in the project process and work with them to understand their perspective. In this article, we will examine some of the key things to consider when making certain that your project engages and captures the perspectives of your stakeholders to ensure that project results are sustainable over the long term.
Nearly every project falls victim to scope creep. This article features five project professionals discussing how scope creep can be prevented. In doing so, it cites the difference between change and creep. It also explores how change management and intermediate control of work can allow project managers to control the project scope.
Requirements cannot stand alone. So why do we so often fail to acknowledge that connection to other project elements...and what is the consequence of that failure?
One of the major reasons for project failure is the occurrence of unforeseen events that disrupt the smooth running of the project and cause irrecoverable deviation from the plan. How can we help minimize the risk when it comes to scope definition in construction projects?
Not managing scope can seriously jeopardize a project, as the scope is the bedrock on which the product or solution is built. Understanding the various reasons for scope expansion in terms of customer- and vendor-induced expansions and how to define a good requirement are important building blocks.
Does the use of agile project management require new contract models in order to be successful? Can agile project management be used with traditional fixed-price contracts? Does agile project management require a new type of contract (and if so, what kinds)? Furthermore, wouldn’t a new type of contract discourage the use of agile PM?