PMcrunch

[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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We all want to learn more and indeed [tag-tec]“speed learning”[/tag-tec] is a requirement in today’s fast paced world. I recently heard an interesting quote from an entrepreneur who said that he looks it what he has learned as an entrepreneur and he realized that he already been taught that in business school but he wasn’t paying attention.

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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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I have found the practice of having an “ADMIN DAY” is a great valuable and necessary one. But what is “ADMIN DAY”? How does it work and how does it provide value?

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Project cutbacks are a common theme. In many cases, teams are simply reduced in size. In addition, project scopes are decreased while agile methods are a key way organizations develop software more efficiently. The term agility goes far beyond that.

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One of the greatest communication tools that a project manager can possess is strong briefing on the project. This can facilitate communications with all stakeholders for any project. It puts a good public relations phase on the project plan.

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In today’s economy, managers of all kinds are under pressure to right-size their businesses or business units. With the contraction of the economy, sales decreases trigger the need for rethinking, resizing, and reshaping throughout any organization. Projects and programs are no different. Let’s take a look.

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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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In managing a project or program, we start with an objective, work in the details, get buying, put together a schedule, and implement. Of course, that is a very simplified version of what happens in project and program management but…

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Much is written on earned value techniques, and I am not going to delve in depth into the techniques in this post. I am only going to emphasize that to whatever degree you practice earned value techniques, the most important thing is to be very detailed about work packages and costs. If nothing else, go about this with eyes wide open.Much is written on earned value techniques, and I am not going to delve in depth into the techniques in this post. I am only going to emphasize that to whatever degree you practice earned value techniques, the most important thing is to be very detailed about work packages and costs. If nothing else, go about this with eyes wide open.

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