PMcrunch

When we first build our [tag-tec]project plan[/tag-tec], 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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[tag-tec]Gold plating[/tag-tec], or the idea of delivering more or better than requested is generally not accepted in [tag-dir]project management[/tag-dir] 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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[tag-tec]Task estimating[/tag-tec] is a critical skill for [tag-dir]project managers[/tag-dir] and [tag-dir]project teams[/tag-dir]. 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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I have used this. If you don’t want to have to start every project from scratch, then it’s worthwhile creating your own Project Life Cycle. I have found it especially useful - and impressive - in environments where there are a lot of technical people who have little project management orientation, and it has really made a difference. The best part is that it has helped me leverage my strengths - and to think through the project in an organized way.

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“Managing an IT project is like juggling chunks of Jell-O: It’s neither easy nor pretty.” So it says in an excellent article on IT Project Management is CIO magazine. The article goes on to say, very accurately I think, that “Information technology is especially slippery because it’s always moving, changing, adapting and challenging business as we know it.”

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As a program or project manager, one must keep an eye on both the near term and long term.  Today, under tough economic conditions, we typically turn to more near-term thinking because the focus needs to be first on survival before considering future plans.  We need to be careful however to not take this near-term thinking too […]

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Using organizational charts in project-planning is very effective in a number of ways. One of the interesting things about organization charts is that they can benefit the project at various times in the lifecycle.

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In these tough times, many people are losing their jobs and the same is true within the project management ranks as projects and programs are canceled. The question of how we can cope with the potential job loss is well documented and it is important that we develop the self-honesty and fortitude to deal with this possibility.

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Many project management positions are just that — positions managing projects. However, many other positions seemingly in project management are much more positions in programmatics. They involve tracking, reporting, working with metrics, and passing information on to decision makers. While, often, there is a need for these functions, there, often, also is not.

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If you were like me, you have been on some projects over time where somehow it was not even apparent who the manager of the project was. Sometimes, there is no project manager. At other times, there is a technical lead. At other times, there is someone who calls themselves the project manager but they are not really a project manager at all. How can these situations be handled professionally?

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