Best practices, lessons learned and advice from your peers in the trenches.
A project begins with untested assumptions, competing options, diverging opinions about product scope and so on. Creating visual models that show the “why, who, how and what” of the problem being addresses can facilitate the process of getting to better solutions faster — even without sufficient knowledge to get them right the first time around.
There are myriad benefits to time tracking. The trick to realizing them is boosting adoption and compliance. By focusing on the potential benefits of time tracking from your teams’ perspectives, you can help get everyone on board and get over the internal hurdles quickly.
When aware of the different hidden costs of change, project managers can positively influence those costs — and minimize the disruption to their teams, creating a project environment where change becomes a force for good, rather than something to avoid or resist. Here are three best practices that will help.
Changes, even when they are for the better of your project, come at a price. But it can be difficult to measure the true cost. Let’s look at five types of hidden costs that change can bring to a project, from the schedule to team performance, and what we as project managers can do about them.
The Occasional Project Manager must first determine the type of project they are managing in order to choose the best approach. In part two of our series, we look at three types of projects that OPMs are most likely to encounter, and the unique challenges each presents.
In a follow-up to an article on backlog grooming, we answer reader questions about how the process differs from requirements documentation; how prioritization works without a complete picture; how a backlog differs from a work breakdown structure; and how to achieve an “all-in” view of product features when the backlog is a work in progress.
You can't build realistic forecasts without taking into account potential risks. So when it comes to creating project schedules, why is risk so often addressed as a separate exercise? To properly accommodate for uncertainty we need to embed and intertwine these processes within our tools. We need risk-adjusted scheduling.
In this new series, we address the Occasional Project Manager, a professional found in thousands of organizations, working on a variety of initiatives with minimal guidance. A majority of OPMs have no interest in a project management career, which is why they need an adaptive framework that applies to their work realities.
The OODA Loop is a concept used by military strategists and law enforcement to “get inside” an opponent’s decision-making cycle. Here’s how the technique can help to keep your projects in control — or to bring troubled initiatives back on track before it’s too late.
By understanding and adapting to different communication styles among team members, project leaders can provide all-important clarity on goals and expectations. And less confusion usually translates into greater team harmony and productivity. Here are four common communication styles and how you can work best with each.