Years ago, I was asked by my boss (the CEO) to help determine why our largest division was having difficulties executing on DoD (Department of Defense) contracts. We had grown from implementing mostly internal product development projects to performing a larger percentage of contractual projects and struggled with meeting our commitments. In so doing, I decided to… Continue reading What are the Causes of Unsuccessful Project Execution?
The 3 Key Project Management Tenets that Improve Team Performance The 6 Project Constraints “Rule of Thumb” for Establishing and Maintaining a “Balanced” Project Plan The corollary is: “When one Project Constraint Changes at Least one Other Constraint is Affected”. The 6 project constraints are Product Requirements (i.e., Quality), Project Scope, Project Delivery Schedule,… Continue reading Three Key Project Management Tenets that Improve Team Performance
STRATEGIC PROJECT MANAGEMENT: “The formation and implementation of over-arching Project Management Guidelines and Initiatives taken by an Organization’s Management on behalf of Project Stakeholders, based on Resources and an assessment of Tools, Techniques and Competencies considered Best Practices for Projects being implemented to meet Organizational Strategic Goals and Objectives. It provides overall direction to the… Continue reading There is No “Silver Bullet” when it comes to Strategic Project Management
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Part 1 of 2: Individual Task Risk Tolerance (Part 2 of 2 is on Overall Project Risk Limits)! I believe that almost any Project Plan can be “balanced” if you ignore the Risks. Think about it – you can balance almost any Project’s Quality, Scope, Schedule, Resources and Costs if you absorb an unlimited amount… Continue reading What is the Limit to Project Risk Absorption? (Part 1)
Part 2 of 2: Overall Project Risk Limits (Part 1 of 2 is on Individual Task Risk Tolerance)! As mentioned in my original post (Part 1, regarding Individual Task Risks), I believe that almost any Project Plan can be “balanced” if you ignore the Risks. But most high-risk plans would not make sense if team… Continue reading What is the Limit to Project Risk Absorption? (Part 2)
Participants in this session will learn how to identify, assess, and manage individual (i.e., task-level) and overall project risks then determine overall project risks. We will review relevant Tools & Techniques and provide examples of exercises. The primary learning objectives are: Knowing how to properly Plan, Identity, Assess, Respond, and Control individual task risks Being… Continue reading Enable Success in Your Projects by Embracing Project Risk Management!
Project scope performed by suppliers can very likely be the riskiest activity on the project. There is a good chance that if your organization conducts very complex, risky development projects which require a multitude of technical subject matter expertise, some key aspect of the projects’ scope will need to be out-sourced. There is a tendency… Continue reading Why Supplier Management is so important to project risk management.
There is a very good reason why PMs need to be good communicators – communication is vital to project success, especially on the more complex projects where team performance is highly scrutinized. Previous postings discussed some of the more critical communication items already – Priorities, Assumptions, Estimating and Planning, Change Management, and Risk Management. To… Continue reading Why Good Communication is so important to project risk management.
I do not believe that good PMs should know everything. They should be experts in leading projects, and may also be experts in certain technical subject matter categories, but not in every technical subject matter category that the project team encounters difficulties in. Matrix organizations have evolved in part to take advantage of subject matter… Continue reading Asking the right questions.