|
|
|
Project Management Companion
|
|
|
Project Management Companion BULLETIN | September, 2018
|
|
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
|
|
| From the Sponsor’s Desk - Managing Key Stakeholder
Change |
| | As project managers, we often tend to think and act like we own the projects
we manage. In reality, we don’t. Usually, a number of players have an ownership
stake, with the sponsor having the final say.
All those players, in John Kotter’s words, form the “guiding coalition”. The
more focused and organized that group is, the greater the chance of project
success. |
|
|
|
|
|
| |
Becoming a Program Manager |
|
| I have had a several conversations recently, both with colleagues and other
project management professionals, around the topic of how to become a program
manager.
Here are some of my thoughts on the career progression to program management.
Program management is a natural progression for many experienced project
managers. Being a successful program manager, however, is more than having a
PgMP certification. Program managers are expected to manage complex projects
and have the interpersonal skills to be able to navigate business strategy and
executive relationships. |
|
|
|
| | | Scope
creep is highly pervasive! Once you’ve got it, you can’t get rid of it! The
solution is pre-emptive action.
Scope and
cost creep are probably the most influential factors in project cost/time
blowouts, and yet there are effective ways to minimise the risk of creep at the
very start of the project.
Scope and
cost creep usually have their genesis in one or more of the following elements:
- Lack of recognition of
cost/time escalation and risk;
- Incremental physical
additions to the project deliverables;
- Limited original scoping and
estimating accuracy; and
- Progressive escalation in
the specifications.
|
| | | | Is the PMO Necessary for Project Success? |
| | The project management office - or PMO - is generally considered the proper
project management infrastructure for project-centric organizations.
Does your organization run and manage individual projects to get internal
and external customers work done? Or do they just assign people to develop
software and work with clients in planning, risk and issue management? If they
run mostly projects than you likely have - or should have - a centrally focused
and managed project office. Why? Well, to know that let's discuss the major
benefits that such a project-centric focus can bring to the organization and
the customers it serves... |
| | | | |
|
|
| |
|
|
To get in touch with our Project Management experts:
|
|
|
|
| |
