Dashboards, Scorecards and Project Status (Oh My!)
byStakeholders need to know the status of a project. A good status report will report status and also foster communication to benefit the project’s health. Here, we explore some of your options.
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Dealing with a Project in Trouble
byDespite all of your best intentions, sometimes the project will be in trouble. If it is, it’s time to take a step back and learn how to deal with it. Here are some things to keep in mind as you try to stop seeing red.
Dealing with Agile Requirements Uncertainty
byHow are you with uncertainty? Do you revel in the possibilities or crave closure? Agile methods have a very different approach to requirements management that some people find empowering...and others find infuriating.
Dealing with Claims in Construction
byClaims arise in a project mainly due to lack of clarity in scope and specifications, ambiguities in contract clauses, interface scope with other projects, site conditions and time constraints. Here we discuss various scenarios and issues that can arise during project execution—along with possible solutions to address the issue of claims management in construction projects.
Dealing With Disruption
byOne challenge facing project managers is being able to sense disruption’s presence, understand its cause and then combat it. What are some of the causes of project disruption, and what can PMs do about it?
Dealing with Disruptive Apples
byFor many of us, “bad apples” can have an evil influence on projects. They include the malevolent kind—those who for one reason or another will intentionally attempt to have a negative impact on the project.
Defined vs. Empirical Process Control: Choosing the Best Approach
byThis article draws on well-known, basic project management concepts to introduce the high-level project management concepts of defined and empirical process control. It also attempts to contrast them and suggest how they might be used by PMPs in practice.
Department of Defense PM: Forget About the Baselines!
bySome baseline calculations become much more intricate when dealing with large projects, especially when fielding new technologies. But at the end of the day, the premise is the same. Is our project within scope, on schedule and within budgeted costs?
Discovering Stakeholder Expectations
byIt pays to understand and manage the expectations of sponsors and stakeholders. As expectations are reviewed and nominated to become requirements, the use of a "parking lot" list will help ease the stress for some unmet expectations, and change management will further help ensure that expectations are met when the project draws to a close. Park your eyes here to find out more.
Divide and Direct
byDividing your project into smaller parts that are more controllable helps you move closer to your ultimate goal: successfully achieving your project deliverables and high user satisfaction. Follow these seven tips to gain more direct control over your project.
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"A good composer is slowly discovered. A bad composer is slowly found out." - Sir Ernest Newman |
