Every project manager has faced scope creep but may not appreciate the importance of project documentation. SCARs, an acronym for scope creep and action reports, reminds us that they are to be created and updated throughout the project and will prove to be valuable assets en route to continuous process improvement.
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Project managers need to support one another--does your PMO support that? A lot of organizations recognize the need to have project managers share best practices and ideas across the PMO, but very few do it well. Here's some advice for adopting the right model.
Here's how Hurricane Isabel gave this writer a valuable lesson in knowledge management.
Through the process of search engine optimization, there are ways in which all sorts of Web-based content can move up the rank ladder so that others can find you and your organization more quickly. Are you taking advantage of the system?
Sharing knowledge in a systematic format, documenting lessons-learned and ensuring frequent communication will maximize project success factors. Read on to learn more about the value of lessons-learned.
Whether a project is a rousing success or a disastrous failure, there are always lessons to be learned. But many project managers are hesitant to document their difficulties, and even when they do, many of their peers don't take full advantage of the information. How might the process of sharing project wisdom be improved? We'd like to be part of the answer.
Vision and objectives give an organization and its employees a clearly defined target. This article features five project management professionals discussing how a project manager can effectively communicate organizational objectives to the project team.
Small Projects, Big Savings by Implementing Best Practices with Earned Value Management (Lessons Learned)by
The project manager must adapt and adjust the PMBOK® Guide in order to balance his or her identified competing constraints while integrating the different management processes needed to deliver the expected result as a cohesive whole. The first part of this article discusses the process of “tailoring” small project management practices. The second part of the article presents a case study of best practices as the project manager responsible for a team of eleven people in an IT department.
Having a readily accessible team of in-the-know people is like having a wild card in a hand of poker. The everyday cards have understandable value, but the wild card can be an almost invisible, fluid-like agent to be called upon as needed.
An enterprising company that has the capacity to gather information from its employees as well as a process through which it can review the concepts presented by them has great opportunities. Are you harnessing the knowledge at your disposal?