PMcrunch

I have encountered misunderstandings numerous times due to different concepts of the meaning of the word ‘plan’. There are various types of plans. In Project Plan Integration, we pull together various aspects of the project plan, which taken separately actually represent separate plans. One of those plans, the Configuration Management Plan, is one that I have encountered misunderstanding over.

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There is lots of good talk about project metrics. Much of it centers on project performance. But there is another side to it, organizational metrics, related to how the project is contributing to overall organizational goals. Thinking a little differently and exploring a different perspective can provide better focus and produce more positive impact.

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What does you organization “tolerate”? This is an important question to ask because you will know where you have some flexibility, and you will know where you have risks and inflexibility. You may very well also find out where your organization is lacking, and where it needs some reform in its project management practices to become a much more streamlined, and lean operating machine. A useful tool for thinking about this is the triple constraint.

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Parkinson’s Law – the concept that work expands to meet the time available – is a common human behavioral reality. To deal with it, we can always tighten up the timeframe or define the work and deliverables more explicitly, but it is not always so straightforward to deal with.

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Billboards are arguably one of the oldest means of promoting products and services commercially, for mass marketing. In terms of sheer size, billboards are the largest, capable of being displayed and viewed from a considerable distance. In the right situation, they can be an effective means of project communications.

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Preparing for certification exams is hard work. We are looking for the shortest route to certification, and we run into a well-known concept in the project management field – the Triple Constraint, representing the trade-off among Quality, Time, and Cost.

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Many PMPs want to further distinguish themselves by adding the Six Sigma credential to their toolset. But what is Six Sigma all about, and how does Six Sigma certification work?

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What are your beliefs? What do you observe about the beliefs of those around you? Are you aware of how your beliefs influence your actions – and therefore everything you do as a project manager and leader? Check your beliefs and make sure they are producing actions and attitudes in others that are to your liking.

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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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As project managers, we are at the center of one of the biggest things life has to offer – time. So often, the push is on getting more and more out of our time – personally and as groups. Patient leaders tend to delegate better and operate more effectively – because they take the long view.

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