Some people think from the top down and consider the high-level deliverables or activities required to accomplish project objectives. Others take a bottom-up approach, focusing on details that must be completed. When building a work breakdown structure (WBS), use these differences to your advantage. Here’s how to leverage top down and bottom up thinking when […]
Not every project is suitable for agile. To succeed with agile be sure to use sound criteria to qualify your projects as good agile candidates. Here are things to consider when establishing your agile qualification criteria: Project priority to obtain the right staff. Having the appropriate technical and business team members dedicated to the […]
Successfully managing project scope depends on robust change management that examines the merits of each proposed scope change. Sound change management requires good change approval criteria.
Bob McGannon and I talk about when project scope changes might trigger the need to revise your project definition.
You’ve probably heard “the leader sets the tone.” This tone is all about the environment you create for your project team. Here are things you can do – TODAY – to make your project environment a positive one. Promote the sharing of news, good and bad. Task completions, delays, stakeholder conversations, new ideas, and conflicts […]
Want to make project goals achievable? Here are items to help ensure your project goals are reasonable and motivate your project team.
Managing projects is challenging but managing a remote (virtual) team includes some nuances. Surprisingly, you can use these to your advantage. Here are techniques you can leverage to help your remote resources work as part of a productive team. Have frequent short meetings. Bring your remote team members together. Hold regularly scheduled meetings 3 times […]
Initial project objectives can vary from precise to vague. It’s important to ensure objectives meet the sponsor’s expectations and fit the needs of the business and key stakeholders. Many project managers use SMART objectives, which stand for: Specific, Measurable, Achievable, Realistic and Time-constrained. But SMART objectives are only the beginning. Here are other considerations for […]
Here’s another video Bob McGannon and I recorded where we talk about whether a project manager can have too much authority. We also talk a bit about what to do to make sure that the project manager and project sponsor agree on what is an appropriate level of authority.
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Microsoft Project blog
Scott Berkun's website
QuickBooks and Beyond
QuickBooks Online Blog
QuickBooks and Your Business