"Everybody lies." Here are 10 common lies that you can find in project management or reporting. Being aware of these little truth deformations or misunderstandings will help you to get a real idea of the project status and act as quickly as required.
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Holding more than 220,000 aging and decaying weapons containing 7.4 million pounds (34 million kilograms) of VX, sarin and mustard gases, the Umatilla Chemical Agent Disposal Facility (Hermiston, OR, USA) could be a dangerous place. This article discusses how the project team at the Umatilla facility safely destroyed the stockpile by a disarmament treaty deadline of 29 April 2012. This effort, which received the PMI 2012 Project of the Year award, was accomplished with the help of engineering firm URS Corporation (Hermiston, OR, USA). The article details how the project team reduced the significant risks inherent to dealing with such volatile weapons and chemicals, especially the risks of sarin gas and VX nerve agent polluting the surrounding environment or a munitions fire scorching the landscape. It overviews how the safety aspects were addressed, noting that an Operational Readiness Review board was established to ensure the site had the systems and processes to safely process the weapons in compliance with regulations.
How can we make sense of complexity in our pursuit of project success? It's easy to become overwhelmed by analysis paralysis. Unfortunately, the processes we use sometimes discourage problem solving. That's why you need three keys to unlock complexity and move on to project success.
Randy Iliff presented the 3 Secrets to Successfully Managing Product Development Programs webinar to the ProjectManagement.com community and provided three secrets to successfully manage product development programs. Randy provided a wealth of information in his presentation. We were not able to get to all of the questions during the live session, but we have included them here.
Not all project teams have the luxury of adequate time and budget to clearly define all elements of a project prior to starting delivery. This is not to say project managers shouldn’t be very detail oriented, but rather look for a balance between building a detailed plan and the business need to quickly deliver.
There are five immutable principles of project management that must be addressed by project leaders and teams in order to succeed. In this new series, we begin with an overview of these principles before exploring in detail how you can put them to work in a variety of business and technical domains.
There are few diagnostic readings that a project manager can take to determine if their project is out of control. Think of them as temperature and blood pressure. By identifying a critical mass of these readings, project managers can sooner identify problems--and change project behaviors for the better.
Applying Monte Carlo methods to risk analysis does not need to be complex, and it should not be feared or avoided. Following these seven simple steps can help ensure robust and realistic modelling, and allow you to gain the benefits of this powerful technique.
Do we have to wait until after the project is delivered and handed over to operations to see if it was a good investment? This article will provide practical advice and a proven user research process you can use today to improve your benefits realization management .
A risk register that simply lists risks without addressing their consequences is at risk of being ignored. A more effective risk register explains why we should be concerned about the risks; it clearly communicates the risk events and what their impact would be. In short, it answers the "so what" question.