Small projects may not seem worth the effort of writing a charter and getting approval to do the work, but there are caveats in working on such unsanctioned efforts. Let’s explores the reasons why all projects should be considered charter-worthy, and the risks of working on unchartered projects.
Although one project differs from the next, a constant factor in each is that change is challenging for stakeholders, and it is crucial for us to understand how they will handle the journey. This paper will present the four stakeholder groups that are present in any project: activators, drivers, travelers, and dissenters, their different motivations and their behaviors and levels of positive engagement during a project.
There's a better way to get project managers to use a standardized reporting template for cross-organization status review meetings than simply mandating it.
Whether it is factual accuracy, stability of service or coherence of presentation, there are standards of acceptability that all of us--industry and non-industry people--take for granted.
In this installment, we look at the principle of modifying existing operations to improve them, despite forces working to the contrary.
Once a non-agile customer or sponsor begins to see the benefits of an agile approach, it is critical to reaffirm their leap of faith and build trust through demonstrations that deliver working product, facilitate open discussion and change-focused feedback, and keep the project on track.
You might wish to avoid corporate politics, but it’s just not possible. You need to be able to navigate and leverage the political terrain that surrounds your projects. Creating an influence diagram as part of an approach called “project plumbing” can help.
Analytics is vital to understanding customer behavior and optimizing operations to attain sustainability. It can be leveraged to avail data-driven decision making—and extrapolated and customized to accomplish numerous objectives, such as reducing costs and optimizing profits from a customer or project. The article seeks to propose four features to reap long-term benefits through concentrated investments.
Software measurement by itself does not resolve budget, schedule or staffing issues for projects or portfolios, but it does provide a basis upon which informed decisions can be made. Here are examples of how to use metrics to determine present capabilities, assess whether plans are feasible, and explore trade-offs if they are not.
A better understanding of the activities and processes from the user experience world may help you to incorporate UX dimension into your projects, thus adding more value for your clients. The application of these processes may vary based on the objectives and deliverables of your projects.
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"If you must play, decide on three things at the start: the rules of the game, the stakes and the quitting time." - Chinese Proverb |
