PMcrunch

Taxonomy refers to the categorization or breakdown to more clearly defined entities that can make an overall grouping of knowledge more understandable while there are many precise definitions for taxonomy, this should suffice for this particular discussion. The question is what taxonomy means to the project manager.

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There is a simple and basic attitude that we, as leaders on our projects and programs, can adopt that will make all the difference in the world. That thing is the idea of engaging openly and creatively with our team members as opposed to either seeking constant agreement or taking an authoritarian stance.

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FMEA is an important lean Six Sigma technique that has potential to be used in project management. While in Six Sigma it needs to be used at a very rigorous way, there certainly is some room for flexibility when used in project management. In either case, it is a good structured technique for analyzing problems and identifying solutions.

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Projects, like anything else, are subject to change. One of these changes is changes in stakeholders. Many times a project will be very viable for a particular stakeholder, but priorities might change with a new stakeholder. This is also especially serious when the stakeholder is actually the sponsor of the project, the number one stakeholder. Let’s look at some key aspects of maintaining project control during these types of changes.

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While many project and program managers work on large multi-year projects, many of us also work on small to medium sized projects. In fact, while many of these small to medium sized projects last anywhere from weeks to months, larger projects and programs consist of a series of these small to medium sized projects. Let’s take a look at one of the most common problem solving techniques available for getting into rapid-action mode on these fast-moving projects.

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We heard it said many times that people skills are very important. However, we do see a great emphasis, whether it is in project management frameworks, or MBA programs, or Six Sigma, or any other approaches that there is a noticeable lack of people skill development embedded in the program.

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Time Management and Prioritization go hand in hand. It is very difficult to think of one without the other. Let’s think about them separately for a moment and then see where they really fit together.

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IT project management is a very wide-open field, and can readily refer to IT infrastructure project management or software application development or both. Opinons vary as to what appropriate training means for IT project management, including the depth and type of technical skills, the unique project management methodologies, and a great deal in between.

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We live in a world of specialization, and project management as a skill set is no different. However, as with any type of specialization there are issues with over specialization, insular and parochial viewpoints, lack of perspective, and inability to see the big picture. In the end, what this and any other specialization really boils down to is that it must support the organization’s goals.

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We all know the definition of a project is an undertaking that produces a product by a target date and within an agreed cost. This triple constraint (product, time and cost) is what the project manager must plan for and track progress against. But are the three dimensions equal in priority?

The answer is no – some projects are cost constrained; some have an immovable end date while others may place a priority on the product quality. Understanding the priorities on your project (and agreeing with your project sponsor on the priorities) is critical.

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