Sometimes you must deal with someone who opposes your project. Here are tips to handle this uncomfortable and quite common situation: Don’t ignore it. This issue isn’t going away. It’s crucial to fully understand the opposition to your project and address it. Otherwise, the opposition will intensify and become more difficult to manage. If you […]
Receiving a project assignment with a pre-determined deadline happens a lot in the business world. Bob McGannon has these tips for addressing this uncomfortable situation as a project manager. Understand the source of the deadline. Government regulations, once-a-year marketing events, and other circumstances can necessitate deadlines. The best place to start is to understand the […]
The right team leaders can help make your project a success. Here are sound strategies for assigning team leaders to your project. Add strength to your project leadership. Look for people who compliment and expand your skills. Be realistic about your own skills and how others can augment them. Tell your team leaders how their […]
Managing the variance from your project baseline is sound PM practice. Here are tips to determine acceptable triple constraint variances (scope, time, and cost) for your project: Examine your company’s behavior. Your business is likely to have common approaches for managing scope, time, and costs. Your project should conform to those norms for tolerating scope […]
SMART guidelines are used to assess requirements in waterfall projects. They apply to agile projects as well: Specific. In Agile, it doesn’t exist initially. Specific relates to the final product. Requirements are captured during development, not documented in advance. However, the end result typically goes beyond the detail and specificity of traditional requirements. When broad […]
Identifying risks early in a project is a best practice. Here are some benefits of this great approach. Obtain critical information for project approval. Without identifying risks early, an inappropriate project could be launched, wasting money and valuable stakeholder time. Instead, understanding the risks provides a balanced view of the value of project outcomes. The […]
Great project managers always seem the get the best people for their projects. What’s their secret? Establishing relationships with management works best: You sell your project directly. With a good relationship, you can discuss in detail the benefits and drawbacks of the project as well as the development opportunities for having the manager’s employees work […]
A project charter details the project manager’s responsibilities, but typically not the sponsor’s. Here’s why you should document sponsor responsibilities, too. Identify who manages senior stakeholder relationships. Sometimes, senior project stakeholders don’t know the sponsor. For project success, key stakeholders need to understand and trust the sponsor and his or her motives. The charter should […]
Project managers often ask for a project deadline. That might be a bad idea. Here are reasons to propose a project deadline rather than request one: You need to analyze before agreeing to a deadline. Until your project team analyzes the work required to achieve business outcomes, you can’t be sure the deadline provided is […]
A Work Breakdown Structure (WBS) breaks down your project into the activities needed to meet project objectives. Here are tips for breaking down project activities: Break tasks down into 8 – 40 hours of effort. To help track progress, break down work so tasks can be completed within a week. If a process takes longer […]
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