In business, disputes happen. They are an unfortunate, but inevitable, consequence of the financial interests of the supplier and the customer. What happens when we, as project managers, are faced with a customer who says they are not happy, who refuses to pay or who threatens legal action? What steps can we take to address this challenge?
167 items found
Companies have embraced agile over waterfall for managing projects. But for all the hoopla around Scrum and sprints, one area of the business has resisted agile because it means it must change the way it operates.
Are you armed with an accurate budget? This article aims to highlight the main principles of budget estimates for projects, looking at basic principles to help you stay on target.
When you think of the leaders who look at your status reports as users, the look and feel of the report you use may be inadequate. Give leaders the information they need in a compelling manner by using design thinking to make improvements in how information is presented.
Project-status reporting is intended to enable decision makers to make informed decisions that will increase the chances of achieving a favorable outcome. The process of establishing an effective and proactive reporting system that ensures engagement of the project executive team is discussed here.
While there are many governance data points that can be gathered and analyzed to help make go/no-go decisions, there are three in this writer's experience that stand out as being the most important.
It can sometimes get lost that there are a great number of projects initiated every day that will never have a formal budget associated to them. It is important that PMs and management not lose sight that even internal projects can benefit from the rigor of cost management processes and EVM principles.
This is an exploration of the importance of first-cost estimates in engineering projects and how they are used to decide whether to go ahead with market studies and engineering development—or dismiss the project.
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?
Like project managers, weather forecasters predict, or forecast, what will happen in the future. But they have an advantage over most PMs when it comes to estimating future uncertainties. Weather forecasters forecast the future more than they predict the future, and forecasts are superior to predictions for aligning stakeholder expectations and improving stakeholder decision making.