Author name: Aditi Malhotra

Scope creep shouldn’t be “handled” in the middle or anywhere during a project. By its definition, scope creep is uncontrolled change or growth in a project. This occurs when the project wasn’t defined, documented, or controlled properly. At the beginning of the project, the plan must include documented requirements and a project schedule to which all stakeholders agree. There must also be a formal change control process. Change will occur of that you can be certain. It is how you manage the change that is important. Any requested change is vetted through and approved by key stakeholders. The proposed change

The two extremely important things helpful in managing your project board are relationship and communication. Relationships are critical between you and the project board. They must trust you. You must come across as credible and reliable. Be very sure regarding the information that you provide to the project board, ensure that it must be accurate and on time, as effective and efficient communication plays an important role building these relationships. Keep a track of communication, remember while you are communicating with your project board, you’re providing information timely, appropriately, and regularly. That is the board is updated on real time

When creating a timeline do take into account team member vacations in the beginning. It’ll likely depend on the size and nature of your project, but you should always take vacation schedules and availability into account sooner rather than later. For large business critical projects, it’s extremely useful to have this information up front in the planning process where the timeline and guidelines for requesting time off can be clearly defined. Vacation plans of all the team members should be considered as risks and the respective mitigation as well as contingency should be in place. If you are planning any

Project Manager is accountable for anything related to the project, only if he is fully empowered. This in turn allows the project manager to embrace accountability for the successful delivery of the project. Without authority, an incredibly weak matrix structures is seen where the project manager becomes a facilitator or sorts without empowered responsibility, if you are ultimately made accountable for something out with your empowerment levels you can verge into the dysfunctional territory. If you are making someone accountable try at least not to tie their hands behind their backs. This really depends on the project and the position of

There is a balance where not enough detail harms the progress of the project and too much, delays different deliverables. Incorporating some measure of ‘ready to start’ (and periodically reviewing this for e.g. agile stories) is a good way to verify if you have done enough planning and elaboration. That way you can adjust appropriately for your own, your team’s needs. Project managers generally talk a lot more about planning horizons, they cut their teeth on projects where there was a direct link between certainty and forecast accuracy, and the client understood that. Certainty would relate to having a clear

It is the project manager’s job to bring the team together, get its members all headed in the right direction, and motivate it to achieve the company’s goal. Team Building exercise is a very effective tool, used to improve the team’s performance and keep the team members motivated. Motivation helps people work more efficiently and produce better results. There are many theories on motivation. It is entirely up to the project manager, to understand them and apply as and when required. Abraham Maslow’s Hierarchy of Needs  This is the first theory that comes to an individual’s mind, according to this theory,

Some people confuse arrogance with self-confidence. Self-confidence attracts people while arrogance does the opposite and there is a thin line that distinguishes both. To deal with attitude of a particular team member, evaluate what this person has to contribute. Although there are managers who have been managing large, complex and global projects, but everybody learn something from others. Nice tips and advises are always welcome if they help the project. If the resource however is trying to become a leader with nothing useful to contribute and harming the project with that attitude, then the correct approach is place him in his

Communication is the most important factor in success or failure of any project. One of the issues faced by project manager is often being handed a project with a scope of work that does not contain a clearly defined purpose or expected end results, and a definition of the acceptance criteria for project completion. This relates back to the rule of communication, but too often newer project managers make the assumption that the stakeholder providing them with the scope wants a successful outcome; therefore, the scope must certainly provide all of the details relevant to achieving success. This is often worsened