PMcrunch

When we first build our project plan, we need to make many [tag-dir]assumptions. As part of our project plan, we need to document what these assumptions are. We also need to acknowledge the reality that many of those assumptions may not prove out as the project unfolds.
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As project managers, we are often called upon to present choices to our stake holdersWe are often called upon to present options for solutions, scenarios, and items for discussions, priorities and more. There is a well proven rule that when it comes to choices, less is better.

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What do you do when hopelessness seems on the horizon? What do you do when it appears you have tried everything and nothing is working? What do you do when it appears that you are at the end of the road?

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I just heard a discussion led by a Duke University economics professor (sorry, I didn’t get his name) who had some interesting points to make about things being for free or being for money. He draws some very interesting conclusions that might be helpful to many of us on our projects.

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Sustainability is a hot topic today. Many potential projects may have the appearance of socially responsible but in some cases are not sustainable. Sustainability in and of itself is a key aspect of social responsibility. The growing presence of living roof project is a good example of sustainability in action.

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One of the most important things we can do to kick off a successful project is to clearly define the vision for the end state that will exist upon completion of the project. This end state is the vision for the way things are to be upon successful completion of the project. This end vision should appeal to all aspects of the purpose for the project.

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There is a great deal written on the subject of building teams including, building project teams, however one thing that is very notable about this process is it is of a very personal nature. Two people that might build a project team or the same exact project might very likely to do it differently just as every person is different every project team that they build will be different.

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Gold plating, or the idea of delivering more or better than requested is generally not accepted in project management doctrine. However, I think we need to take this with a grain of salt and consider how to discern when and how we might over deliver.

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Task estimating is a critical skill for project managers and project teams. We cannot manage what we cannot estimate. However, realistically, it is very difficult to be able to estimate every possible task accurately.

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Often on our projects there is none a perfect match between the talents of our team and the challenges of the project. We do the best we can to match capabilities and prior experience to the needs of our current projects but as reality has it each project is unique. We try to “are the best athletes” but invariably there are going to be some gaps in the skills required. “Just in time learning” can be the answer to these issues.

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