What’s the point of using two different collaboration tools in the same project? There is none. And yet, it could be challenging, if not impossible, to settle on one tool for everyone. Bob McGannon and I talk about why this might happen and possible solutions. If your client uses a different system than you do, their preference has to prevail, so we also discuss how to work effectively using both internal and client tools.
Delegation is a great way to free up your time while helping others expand their capabilities. But merely handing off a task to someone else often doesn’t accomplish either of those objectives. Proper delegation is an intentional transfer of ownership that requires shifting the workload, authority, and data necessary to complete the task. This Project Pointer explains how to create a support structure to guide the delegate.
Suppose you meticulously shepherd change requests through your change control process. And then, one day, realize your project has morphed into something you and the stakeholders don’t recognize. Sometimes, lots of small changes transform your project in ways you didn’t foresee. For this reason, Bob McGannon and I suggest setting an overall limit to change in a project that triggers a review of the project and its business case to determine whether they’re still valid.
According to the Project Management Institute’s (PMI) Project Management Body of Knowledge (PMBOK) 8th Edition, project managers are responsible for ensuring that their projects deliver value. Completing projects within the triple constraints of time, scope, and cost isn’t enough. This Project Pointer provides examples of how projects can produce value.
Teams that work cohesively and understand both the business and technical ramifications of their tasks are a big part of producing successful projects. Explaining business relevance of work to team members can be tedious. No worries! This Project Pointer talks about ways to build this type of team without taking up too much project time.
Earned value analysis is a great tool for analyzing project schedule and cost performance. The EVA graph makes it easy to see whether your project is on time and within budget (once you learn how to read it). So why do Bob McGannon and I have reservations about using this approach? In this video, […]
An organization’s risk tolerance influences decision-making, resource allocation, and stakeholder alignment, so you need a clear understanding of how much uncertainty the organization is willing to accept. With so much riding on risk, here are approaches for assessing an organization’s risk tolerance.
Have you ever sent an urgent email and panicked when you don’t get a quick reply? Or maybe you receive a text message asking how you’re doing and then get a second text 3 minutes later asking why you haven’t responded. In projects as well as personal life, it’s a good idea to get people on the same page about which communication methods to use for different situations and what response time to expect. In this video, Bob McGannon and I provide some ideas on how to set these standards.
Agile planning involves allocating an amount of money (or time) to produce functions that deliver business improvement. When that time or money runs out, the project ends unless a business case to continue is made and approved. This Project Pointer highlights other situations when an agile project should be stopped – even one that appears to deliver business value.
Risk triggers are occurrences that provide an early warning that a risk may become a real issue in a project. Yet, many risk management plans don’t document them. In this video, Bob McGannon and I discuss the benefits of documenting risk triggers to support our strong suggestion to include them in your project plans.
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