There is often a stakeholder who is genuinely dedicated to the success of the project--and yet without any malicious intent, they become the lynchpin that can unravel the entire effort. Here are four things that can help you manage this stakeholder’s expectations without leaving a bruised ego behind.
The reality is that projects are continuously failing due to the questionable process being executed to plan how to elicit, gather and document requirements. Many organizations are not spending time to plan for requirements development. Therefore, it begs the question: Is requirements planning a must?
The practices presented in this article--to build a requirements tree, create and use a requirements traceability matrix, and manage to requirements baselines--will make a significant difference in an organization’s success rate and promote improved partnership and standing within the enterprise.
PM principles state that there should be absolute clarity in obtaining the requirements. If the fog of ambiguity clouds this phase, the delivered project will never be accepted by the stakeholders. Here we examine some of the glaring issues in the requirements management process.
What constitutes a troubled project? The answer is truly in the eyes of the sponsor, but as project managers we need to measure objectively and then decide how to use those facts in our go-forward plans. Here the author puts everything in the context of the triple constraint.
A lot of projects are on hold right now, but what happens when they need to get restarted? There are a number of things we can do to make the ultimate resumption and recovery of our projects easier for all involved.
Project issues and risks, like zombies, move relatively slowly. It’s extremely rare that a project manager will be introduced to a project one day and be overwhelmed by the same failed project the next. Therefore, like survivors of a zombie apocalypse, project managers have time to prepare--and to look for those indications that projects are turning...