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Methods & Means
Putting Theory Into Practice
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Why Teams Won’t Plan
- by
William Duncan
(December 10)
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You’ve heard it before: “failing to plan is planning to fail.” And still countless projects suffer from inadequate planning. But the most common justifications (there isn’t enough time; the project isn’t that complex) tend to obscure deeper problems. Here are three major causes of lackluster planning and some straightforward
[more]
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Collection Calls
- by
Kathleen Ryan O'Connor
(December 9)
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Gathering requirements can be tedious, but doing it poorly or glossing over gray areas can cost your project big-time. Here are some field-tested suggestions for gaining consensus in the discovery process.[more]
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Going With the Flow
- by
Bob Tarne
(December 3)
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As agile project management gains popularity, other progressive techniques are finding their way into project managers' toolkits. One is Kanban, a “continuous-flow” approach to handling requirements, based on Lean Six Sigma concepts. Here’s a look at how Kaban can beneft software project teams and improve results.[more]
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End Sight
- by
Drew Davison
(November 11)
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What conditions need to be satisfied for your project to be complete, and who will have to agree? The last thing you want is a debate on these questions as your project winds down. Here are some suggestions, including a stakeholder questionnaire, for preventing this end-game dilemma, so you can focus on the post-project celebration.[more]
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The Budget Abides
- by
Brad Egeland
(November 5)
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Your management and your clients often have different criteria for judging project success, but the budget is going to get attention from both sides. Here are five ways to keep your project's budget in line with the expectations of both your management and your customers.[more]
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Building A Better PM Grapevine
- by
Drew Davison
(October 28)
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Communication is a critical success factor in project performance, but those status report aren’t the only, or even the most important, tool in your communication arsenal — unless they’re telling you about the individual needs of each stakeholder. Here is a framework for how to craft a more comprehensive communication plan.[more]
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What Is Your Biggest Risk?
- by
David Hillson, PMP
(October 26)
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Beyond probability and impact, there are several other important characteristics of risks that project and portfolio management leaders can use to more instructively answer this seemingly simple but all-important question.[more]
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Phasing and Staging
- by
Drew Davison
(October 15)
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Your organization is undertaking a major new project that will have a significant impact across the board. If we know anything about project risk, we know the bigger they are the harder they fail. What can you do to improve your chances of success? Here are some approaches to consider that will ensure your organization gets value out of the undertaking.[more]
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Do You Know Where Your Scope Is?
- by
William Duncan
(October 1)
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Everyone seems to agree on the importance of scope, but there is much less agreement on what it is and where to find it. By focusing on a project’s “product” (whether tangible or intangible), project managers create greater clarity around the implication of all changes.[more]
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The Quality Factor
- by
Drew Davison
(August 27)
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When we talk about producing a “quality” product, what do we actually mean? Is it easy to use … fast enough … flexible? Does it consistently work the way we want and produce the results we expect? Here are some factors to consider when addressing the meaning of quality on your projects.[more]
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