High-performing project teams embrace continuous improvement. And continuous learning is the core of that mindset. This Project Pointer presents tips for developing a learning environment in a project that enables continuous improvement and long-term performance.
I learned that pathology from surgery showed stray carcinoma cancer cells in my body. After the shock wore off, the project manager in me took charge. Now that this ordeal is over, I can’t imagine handling it without project management. This Project Pointer describes what I did to make it through.
Project reporting often uses traffic light indicators (green-yellow-red) to present status, such as variance from the plan. This Project Pointer describes how to associate percentage ranges with traffic light colors for several project conditions.
People’s (especially management’s) expectations for estimation accuracy are usually unrealistic. You’re expected to produce estimates with little project information and then are challenged when you adjust your estimates. In this Project Pointer, Bob McGannon and I present an approach to make estimating less controversial with an added benefit of educating management and team members on the realities of estimating.
Making decisions is an integral part of project management, yet most projects don’t have a predetermined, agreed-upon approach to decision-making. This Project Pointer provides some tips for creating an effective decision-making process.
Requirements are supposed to represent business needs, but sometimes, stakeholders sneak in solutions. For a project to create value, you need to make sure requirements convey business needs not solutions. This Project Pointer describes some techniques for scrubbing solutions from your project requirements.
In this “The PM is in” article, I describe a few superpowers every project manager would love (and what to do until our wishes are granted).
Contractors and other vendors can be a great option if you need more people or people with specific skills. But the cost goes beyond their hourly rate and vendors introduce risks to your project. This Project Pointer explains what you need to consider before bringing on vendor personnel.
If your stakeholders aren’t squabbling over getting their requirements into your project scope, they might be disenchanted with the project or just don’t know its status. This Project Pointer provides techniques to ensure stakeholders are engaged and the ideal project requirements are in scope.
In this Project Pointer, Bonnie answers a question about whether it makes any sense to argue over whether project management or product management is “better.” Spoiler alert: no sense at all.
Below are some interesting links for you! Enjoy your stay...
O'Reilly 50% Ebook Deal of the Day
Microsoft Project blog
Scott Berkun's website
QuickBooks and Beyond
QuickBooks Online Blog
QuickBooks and Your Business