From the awesome book -"Rules of Thumb" (Alan M. Webber)
"In general, it’s a good idea to learn to speak economics, if you can’t already. That’s because people on both sides of a fight respect the dollars and cents of an issue. Proving that your solution is less expensive and works better makes your moral arguments all the more compelling. ... it’s not enough to be against something that’s bad — you’ve got to be for something that’s better."
I am for taking a vacation. See you in a couple weeks.
Monday, June 28, 2010
Monday, June 21, 2010
Does your Your Project Management Organization Measure Up?
Previous research has concluded that there are several factors that lead an organzation to be great at project management. The top ones are:
A Formal Project Management Structure
Defined Repeatable Processes
Executive Involvement in Project Management
Project Management Tools
Experienced Wise Project Managers (Knowledge + Experience = Wisdom)
How does your organization measure up?
A Formal Project Management Structure
Defined Repeatable Processes
Executive Involvement in Project Management
Project Management Tools
How does your organization measure up?
Wednesday, June 16, 2010
New Project Checklist for Project Sponsors
Identify the participants and their roles
Identify potential project team members as well as the major stakeholders. Keep in mind the project manager should have the final say as to the project core team members.
Assign an experienced project manager early
I recently changed jobs and haven't taken the time to post to this blog. To all the people that visit here and support this blog, thank you. I will be posting more often in the future.
This Project Manager will make or break a project. Be sure the individual has the expertise to manage the project and works well with others. Don't hesitate to look at outside sources if a qualified project manager isn't available internally.
Assess the qualifications and experience of the project team members
Along with the project manager, initially assess the experience and character of potential team members. Keep in mind the importance of well-rounded team players, and their ability to work well with others.
Complete a high-level charter
A preliminary project charter with major milestones and project objectives should always be completed by the sponsor. After the charter is apporved and issued the sponsor can work with the project manager to identify some of the key tasks for each milestone. It is understood that this initial "plan" is only preliminary, and will be refined over time by the project manager as he works with the team.
Ensure an issues tracking system is put in place
Ensure the project manager develops a method to track all issues and their resolutions.
Ensure there are regular project progress meetings
Work with the project manager to ensure that regular status meetings are held with key stakeholders, the sponsor, and core project team members.
Setup a regular schedule for status reporting. Establish the criteria for regular status reports and the information they should contain.
Conduct a project kickoff meeting
Officially start the project with a meeting of all project stakeholders. The project manager and project team should be introduced, the milestones reviewed with estimated completion dates (dates at this point are just guesses), and expectations as to the level of participation and responsibility.
Identify potential project team members as well as the major stakeholders. Keep in mind the project manager should have the final say as to the project core team members.
Assign an experienced project manager early
I recently changed jobs and haven't taken the time to post to this blog. To all the people that visit here and support this blog, thank you. I will be posting more often in the future.
This Project Manager will make or break a project. Be sure the individual has the expertise to manage the project and works well with others. Don't hesitate to look at outside sources if a qualified project manager isn't available internally.
Assess the qualifications and experience of the project team members
Along with the project manager, initially assess the experience and character of potential team members. Keep in mind the importance of well-rounded team players, and their ability to work well with others.
Complete a high-level charter
A preliminary project charter with major milestones and project objectives should always be completed by the sponsor. After the charter is apporved and issued the sponsor can work with the project manager to identify some of the key tasks for each milestone. It is understood that this initial "plan" is only preliminary, and will be refined over time by the project manager as he works with the team.
Ensure an issues tracking system is put in place
Ensure the project manager develops a method to track all issues and their resolutions.
Ensure there are regular project progress meetings
Work with the project manager to ensure that regular status meetings are held with key stakeholders, the sponsor, and core project team members.
Setup a regular schedule for status reporting. Establish the criteria for regular status reports and the information they should contain.
Conduct a project kickoff meeting
Officially start the project with a meeting of all project stakeholders. The project manager and project team should be introduced, the milestones reviewed with estimated completion dates (dates at this point are just guesses), and expectations as to the level of participation and responsibility.