Project Management

A project manager should not define a project based on budget, size or duration. A good definition of a project is that it is a temporary work effort made over a finite period of time to create a unique product, service or result. The work effort is also a series of interconnected dependent activities with a start and end date. This definition stands for all projects and all organizations. Any organizations using a definition that is significantly different from this, is using an improper definition. It is worthwhile to assign a project manager, a team and follow a methodology to […]

Meetings (and the agenda that drives them) should always be arranged in priority sequence. This ensures that important “stuff” is dealt with and lower priority stuff can be handled at a more convenient time, if necessary. Invite only people that are necessary. If some of the people are needed only for a small portion of the meeting then it is better to split one large meeting into two small ones with different group of people invited to each meeting. As meetings become more concise and productive, people learn that being late means they are going to miss a lot of important

Succession planning in a project context depends on the nature of the project; its goals, objectives, and planned duration will determine the necessity of the ‘succession-focused’ objective. If you’re a contractor or consultant you begin “succession planning the instant you start the project, no matter how long it is one month or 5 years. If you are an employee of the company, you start succession planning as soon as your part of the plan begins. Considerable effort should be expended on this. Some reasons why team members may leave a long term project: They get bored with it – especially if

Earlier “Iron Triangle” was used as Time, Cost and Output(scope), but it was dropped from the PMBOK® Guide 4th edition onwards. The basic Scope, Time, and Cost gained Quality, then Risk, and later Resources. It no longer fits neatly into a triangle.  Is the Iron Triangle still relevant? People will always try to embellish it but the fundamental problem of balancing what you want, when you want it and how much you are prepared to pay for it always remains. The Iron Triangle just puts the same problem in project context. When the triangle is expanded to include all manner

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,