Project control is not about the minutiae, it’s about the big picture. Here we provide some guidelines on how to move from micro-level project management to a more macro-level control phase.
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We generally talk about managing projects that were sold to our customers. But how about the management of a presales project? Is that just like managing any other project? Do we have the same constraints? Is it less stressful?
There will always be instances in a project where something gets missed, a new feature is identified or some kind of customization needs to occur. When a successful PMO gets involved, there is an opportunity where a change-control process can take charge of requests.
The hero of the movie John Carter can teach project managers something about scope and stakeholder management (super powers optional...and we promise you won't have to relearn how to walk due to the change in gravity...).
A successful collaboration between project teams and stakeholders on requirements management will help prevent the projects from becoming another failure statistic.
Otherwise known as "the dangers of independent thought in stakeholders". Just how are you supposed to deal with these people, anyway? Here are a few things you can do to help lower your stress level.
You won’t get the right benefits unless you start with the right scope. As project managers are increasingly asked to become involved in the business side of project execution, many elements they previously didn't have to worry about are now becoming relevant.
Most project managers think of changes to a project to be related to change requests that modify the scope of deliverables. But changes to projects go far beyond mere scope changes, so it's important to have a change management process in place that can address any manner of project change. While the majority of organizations have fairly mature change request processes in place, most lack similar processes to handle event-driven changes.
The Mayans may have had the first timeboxed project--they had a strict 2012 timebox cutoff with little room for extension (you know, since the world would no longer exist). Although agile methods have been preaching the benefits of fixed timeboxed schedules since their creation, it still raises concerns with many stakeholders. That's because timeboxing with flexing scope is the worst form of project compromise--until, that is, you try the alternatives.
This article takes a look at project measurables in general—and some of the measurables uniquely important for event projects. It will also provide some advice for event PMs to use in deciding what to measure on individual event projects.