This comprehensive project plan proposes a Rapid Application Development (RAD) approach to implementing a complete customer business service system (processing of customer contacts, accounts, billing, etc.). It reports the findings of a six-week planning/investigative phase and forecasts the analysis, design, construction and testing phases of the project.
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The intention of the proposed RAID Log template (Risks, Actions, Issues, Decisions) is to consolidate all of the key reporting elements for stakeholders into one place. This may not be as powerful as some of the dashboards presented in COTS PM software; however, it helps for those who do not have access to such software. This document can be archived to the project database upon completion of the project for organization learning via knowledge management software.
The purpose of this template is to capture RAID items (Risk, Action, Issue, Decision) when a more robust project management solution is not available.
A RAID Register consolidates risks, assumptions, issues and dependencies into one place. It is not intended to be a detailed accounting of each item, rather it represents a consolidated summary with the ability to get more details as required. The RAID Register should be reviewed in all team meetings with updates captured directly into the log.
Rapid Application Development (RAD) is designed to deliver systems very quickly. Project scope, size and circumstances all determine the success of a RAD approach. Use this Microsoft Project plan for your RAD project.
Learn to quickly assess a project’s viability using a three-step approach. First, learn how to determine where the project falls on a spectrum ranging from simple to chaotic. Second, learn the organizational balance needed to move the project forward based on where the project is on that spectrum. And, finally, learn the organizational changes needed as you move the project towards simplicity and success. It all boils down to one question.
During this webinar, a method will be presented for rapidly determining the political viability of a project. This method indicates where changes may be needed to increase the probability of project success.
If it weren’t for people, projects would be easy! Getting the team to act as one is challenging. This presentation from the PMI Global Congress 2014 in Phoenix will help you all trust each other, stick together and achieve project success.
Why wouldn’t we design project management processes around the human brain? People run projects, people are part of projects, and people influence project success. Economics, finance, and supply chain management have recognized the human factor by embedding behavioral sciences throughout their technical disciplines. Now, it’s project management’s turn.
Reflective Leadership in Project Management: Exploring the Power of Self-Awareness and Adaptability for Effective Project Management
As project managers, you are also leaders, and your ability to make good decisions, drive growth, and promote positive change is crucial. Reflective leadership can help you achieve these goals. Implementing reflective leadership involves creating learning communities that encourage leaders to reflect on their experiences and promote dialogue, openness, and a culture of reflection. Models such as Gibbs' reflective cycle, T-Group, and Action Learning provide practical ways for leaders to engage in reflective practice, learn from their experiences, help improve decision-making, foster growth, and promote social change.