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Project Management Companion
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Project Management Companion BULLETIN | October, 2018
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There
is usually no shortage of ideas on how things can be done better, but executing
these ideas can be a real challenge. Ensuring concepts deliver meaningful and
measurable business results is even harder. Whether you need to frame the
right approach, ideate around new initiatives, scale ideas or test their
success
We help your
team deliver projects successfully.
We hope you Enjoy
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| From the Sponsor’s Desk - Managing Key Stakeholder
Change |
| | Projects,
by nature, are to be closed. I am sure you know this. The two authorities made
this obvious in their definitions of what project is.
Take a
moment to review the definitions from PMI and AXELOS.
A project
is a TEMPORARY endeavor undertaken to create a unique product, service or
result. (PMBoK Guide 6th Edition)
The above
is the definition of a project by PMI (Project Management Institute), an
organization founded in 1969, with headquarters in the USA and who has been
providing guides, standards, and certifications, amongst other things, on
project management since its inception. The key word is that definition is
TEMPORARY, which literally means must have a start and end time. |
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Don’t YOU be the Cause of an IT Project Failure |
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| I have
never had a project that I was personally in charge of fail from 1969 to
present. The average failure rate for new projects is 14% according to CIO
magazine .
The
article covered most things that can be done to avoid failure. However, they
missed one major cause of failure. I witnessed three projects, each 15 years
apart that failed due to the same cause – one IT management decision. A project
can have only one primary goal . They changed the project goal from solving a
business problem to implementing their own favorite technical or methodological
solution. The costs were huge. Two could actually be measured. |
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| 3 Most Common Mistakes to Avoid in Managing Multiple Projects |
| | Ever
found yourself in a state where you are managing multiple projects? If you
compare your situation today from about three to five years ago, the chances
are that you will see more projects on your plate that need to get done.
A project
can be anything, from designing a coffee machine for your client to remodeling
their workspaces or even to studying ocean currents. The bottom line is that
project management is an integral part of every business today. And, when you
are handling multiple projects, it means more than just dealing with multiple
project schedules. With multiple projects come in multiple teams, multiple
stakeholders, multiple scopes, multiple change requests, multiple budgets,
multiple issues, and risks, even possibly multiple clients. All of this becomes
an entirely different ball game and managing it may seem a tough nut to crack,
even for the most seasoned project and program managers. Even though you may already
be using a project management software, you must always steer clear of these
three common mistakes that could affect and potentially jeopardize your
projects. |
| | | | Project Manager as an Asset Not Taskmaster |
| | Several
months ago I participated in a lecture panel discussion at the Carnegie Mellon
University's School of Design.
My role
on the panel was to bring a project manager's perspective on design projects,
specifically for development of software applications in the healthcare sector.
One of the key messages I shared with the graduate students was to treat their
project manager as an asset or resource, not as a taskmaster. |
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To get in touch with our Project Management experts:
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