As a project manager, you must be able to recognize that your project schedule isn’t feasible. That way, you can proactively address issues, mitigate risks, and increase the likelihood of project success. Here are common warning signs that your project schedule needs work. Building and sharing a schedule before scope definition is stable. When project […]
A recent Project Pointer talked about controlling project scope by confirming that each scope item has a true owner behind it. That is, someone who understands the business processes related to their scope items, has funding for it, and has time to work with the project team to realize its benefits. But what do you […]
When project ideas flow freely, it’s challenging to manage scope. One sure way to keep scope in line is to evaluate whether the owner of each scope item is the true owner. If they aren’t and you can’t find the true owner, you can remove that scope item from the project. Here’s how to tell […]
For the hundredth or thousandth time, I got pulled into a discussion about whether a project manager needs to be an extrovert. It’s a useless argument. None of the key behaviors that separate struggling project managers from successful ones relate to extroversion or introversion. Here are several effective behaviors that introverted and extroverted project managers […]
Today’s project teams often bring cultural diversity to a project. All your team members need to feel they belong and are accepted. That means cultural sensitivity is an important skill for project managers. Here are tips to help you manage cultural diversity in your projects to improve project outcomes and address culture-related issues that arise. […]
Someone recently asked about the best methodology for managing a research and development (R&D) project. The answer depends on many factors. Here are a few things to consider and the methodologies you might use depending on the nature of your R&D project. Project goals and objectives. R&D projects usually have lots of unknowns. You might […]
Producing a useful product is one aspect of successful project delivery. Considering the thoughts and feelings of stakeholders is just as important because it helps prepare stakeholders for accepting and using your deliverables. Here are four recommendations to help you support your stakeholders’ needs. Find which business areas your project affects. Include specific tasks to […]
You may have defined a project with a set of scope statements. A better approach to defining a project is with a single project objective or goal statement. This statement focuses on the overall goal of the project, which helps obtain stakeholder buy-in. It also helps the organization focus on what the project’s supposed to […]
The pessimism of Eeyore, the gloomy donkey from Winnie-the-Pooh, would be an uninspiring project manager. But unchecked optimism comes off as unrealistic. The key is to be realistically optimistic! Here are ways to find that balance: Use risk management as your basis for optimism. It’s being realistic to acknowledge that projects involve risk. So, foster […]
A project charter defines project scope and describes the responsibilities of the sponsor and project manager. So, you might think the responsibilities section would be as easy as “cut and paste.” Think again! The responsibilities in an ideal charter depend on the experience and expertise of the sponsor and project manager. Here are areas and […]
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