•2 Keys to Reduce Project Risk in the Requirements Process
Gathering and managing requirements are important challenges in project management. Most projects succeed or fail based upon the quality of the project requirements. Projects can fail due to poor requirements at the beginning, or at any time throughout the lifecycle if the continuously evolving baseline of requirements is not managed effectively. Projects are like snowflakes; no single project is exactly the same as another. The Project Manager needs to assess and understand the uniqueness...
•Distinguishing Portfolio Management, Program Management, and Project Management
There is often a misunderstanding, and hence a mixed and overlapping use of terms, when it comes to program management. Sometimes a program is called a project. Sometimes a project is called a program. In addition, sometimes project portfolio and program are mistakenly used interchangeably. This article is intended to clarify the main differences and to distinguish the unique aspects of project portfolios, programs, and projects.
A great way to start to think about these is to think in...
•Driving Project Success with Effective Project Integration Management
Project Management involves a great deal of discipline in making sure that "all the i's are dotted and t's are crossed'. Project Integration Management is a knowledge area of the PMBOK that the project manager can leverage to drive the required results and effectively manage the process. This article explores the keys to driving the required results, and also how to effectively manage the project management process using the Project Integration Management framework.
Driving Results - the...
•How to Projectize People and Adopt a Project Culture
Many organizations are "projectizing" and developing a strong and effective project management infrastructure. There are challenges along the way, and a number of approaches. However, regardless of the approach, changing the culture to be aligned to formal project management will involve aligning people, one by one, by empowering them with formalized project management knowledge. To accomplish this, organizations can do well to develop a granular approach to empowering their people through...
•Project Management Intersects With Business Analysis
Business Analyst skills are important to have on the project team, and not a bad thing for a Project Manager to have! In either case, the business analysis function is one that needs to be managed with care and the wisdom of experience. This entails putting the business analysis function into perspective.
Consider the roles that business analysts typically play: requirements management, systems analysis, business analysis, requirements analysis, or consulting. One key concept within the...
•Project Portfolio Management: Close the Loop!
Project Portfolio Management takes place in between strategy formulation and implementation of the actual projects. Projects are supposed to arise out of Organizational strategy is intended to set the general direction and lay out the guidance for determining the types and which projects to implement. Project Management resides in the realm of implementation and comes onto the scene after the strategic direction has been set, and after the project portfolio has been determined and...
•Projectization and Project Management Essentials for Non-Project Managers
Professional Project Management is becoming more pervasive. Like "electrification" occurred during the era of proliferation of electricity, "projectization" is occurring throughout the workforce and organizations. Most of the emphasis I have seen is on professional project management. However, most people will not be professional project managers, but rather will be team members, support personnel, subject matter experts, department managers, C-level executives, and the like. This article...
•Use Organization Strategy to Drive Project Portfolio Management
Business or organizational strategy is intended to drive all decisions within an organization. It provides a direction, a rallying point, and a litmus test for decisions at all levels. Hence, it only stands to reason that strategy would drive the projects, programs, and the project portfolio management process. Good projects map well to organizational goals. In fact, the best organizations make sure their initiatives are in alignment with their strategic plan. Whether for project initiation...
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