Recently we have discussed steps to take to when you decide to step in and step up to conflict resolution. In ‘You Decide to Resolve a Conflict’ Part I and…Continue
How often do you think about what a good project really means? What is good? Who decides if it is good, and when is it possible to establish if a project is good?
Failed projects are easy to recognize. The tunnel through the Halland ridge in Sweden is a good example. In fact it is an excellent example! Other projects can be seen as successful failures. The Sydney Opera house is the mot famous one. Although the project required far more time than estimated and turned out 15 times…
Have you empowered your team members to learn what is needed to be done, when it needs to be done, and how what they do fits within the overall project?
Do you empower your team members to find better ways of doing things so that they can meet the project’s objectives?
When have you helped your team members come to realize that their work impacts other teams within the organization and of how together you bring success to the project and company?
These are just a few…Continue
In her blog last week, Cindy Vandersleen talked about the challenges of gathering requirements and how the devil is always in the details. I think many people would agree with this assessment; I know I do. My best practice for gathering a comprehensive set of project requirements is to build a Requirements Template, and this week I’d like to share with you some tips for creating a model that…Continue
Added by Susan Lyle Dodia on June 23, 2010 at 4:46pm — No Comments
What competence is required of a project manager?
How is it possible to ensure the quality of this competence?
How should competence be defined?
The answer could be: Competence is to know what to do, have the ability to do it. It is also about being able to reflect upon what has been done and realize how it can be done even better. The latter requires experience.
With this description of competence it is possible to divide a project…
The most common form of outsourcing is to hire resources through a staff augmentation firm. Staff augmentation firms, better known by their less polite nicknames of headhunters or pimps, provide anyone from project managers to developers and testers to fulfill a projects' temporarily needs. These firms match your requirements, based on level of experience in a skill or trade, or talent in dealing in specific situations such as overseas deployments, military contracts, etc., to the people in…Continue
It’s not easy to have effective communication. Many things can get into the way of effective communication; time zone, language, culture differences, having too much, not having enough, the wrong information, wrong timing, wrong audience, long email threads where the subject line has nothing to do with its content, etc. None of these are small problems and each of them alone can contribute…Continue
There have been many articles written about requirements development from many perspectives. I happen to believe this is one of the hardest tasks of any project, and one of the key contributors to scope creep. As the initial scope statement is defined, everyone believes they understand it. But the devil is always in the details. As detailed requirements are elaborated from the scope definition, the…Continue
Added by Cindy Vandersleen on June 16, 2010 at 5:00pm — No Comments
In You Decide to Resolve a Conflict, Now What? we discussed some steps to take when you decide to step in and help resolve a conflict. These steps were…Continue
Added by Margaret Meloni on June 14, 2010 at 11:52am — No Comments
In a recent blog on stupid decisions, a reader asked about lessons learned processes. I had to defer the question since my reply would have been as long as the blog he was commenting on. So here we go: the entire class of retrospectives, postmortems, and lessons learned are a waste of time. Well, to be fair, I have never seen them work.…Continue
Added by Todd C. Williams on June 13, 2010 at 11:58pm — No Comments
If your project is going awry, don’t blame the unrealistic schedule the project has as management’s fault and that management and the project’s customer are the cause of scope creep, changing requirements, limited resources, and overruns in cost.
If your project is going awry, don’t be blaming the people who attended the meetings for the ineffectiveness of the meetings.
If your project is going awry, don’t go blaming Microsoft Project for not properly managing the resources…Continue
Added by Victor Pearson, PMP, CSM on June 12, 2010 at 10:03pm — No Comments
What is our objective/goals?
Before planning, clearly identify what you want to accomplish. So many times project managers get carried away planning their…
I recently came back from an interview and had an interesting question thrown to me from the interviewer - What is Project Management?
I was taken back to my first post on ProjectManagement.net - Key Elements to Project Management.
We all know that developing the project team is a responsibility of the project manager. In broad strokes, we know that “developing the project team improves the people skills, technical competencies, and overall team environment and project performance”. (Project Management Book of Knowledge, 4th Ed., pg 230).
We know that it’s important to put some effort into the team dynamics. We plan team building activities, and can find a plethora of ideas on how to use team building…Continue
Added by Susan Lyle Dodia on June 9, 2010 at 4:26pm — No Comments
Projects have been around quite a while - some say for more than 5000 years. But most companies either do not have a model for how to perform a project or, if they have, they have invented it more or less themselves.
One good thing is the PMI Standards, that help in developing a company standrda. But the PMBOK(r) Guide is not all that suitable to use as is.
When the topic moves to Program Management and Portfolio Management and the governance structure around…Continue
The system integrator is the magical troupe that works with the customer and the software vendor to deliver a project's desired functionality. They cut through the vendor's promises while controlling the customer's expectations to create a successful deployment. Mike Krigsman refers to this triad as the Devil's…Continue
Added by Todd C. Williams on June 7, 2010 at 12:30am — No Comments
So the project is finally finished, the customer has accepted the deliverables, and the documentation has been finished up and handed off. Ready to go off to the next big adventure? Not so fast. Before you disband the team, and lose all that knowledge they have about the last so many months you’ve all toiled together, be sure to hold a…Continue