Pilot Projects and Proof of Concept projects are often misguided and misunderstood when done for enterprise project management systems. It’s important to have realistic expectations. Here are some pilot project pitfalls to avoid.
Being an effective project manager or having an effective PMO isn’t only about authority. The most effective people in the project management business have an arsenal of skills and tools at their disposal to elicit the most out of the people they work with.
In today’s world of instant gratification it is hard for some to understand the level of investment that must be made in order to reap the benefits available from an enterprise project management system. Some would prefer to follow the path of least resistance even if that means those benefits are not available.
So many project managers do the original schedule of the project, the planning and then start the project and run by the seat of their pants from then on. I can tell you how many projects I’ve seen with the schedule never updated. Project management isn’t just the planning.
The Dakota Indians have a saying – “If the horse dies, dismount” which you figure would be obvious. Why then do so many project managers keep trying to save a project that should have been made into glue ages ago?
So much of successful project management comes from starting with the right projects. Portfolio management isn’t just for IT departments, it’s for every organization which has some influence over the projects they select.
It’s a question that we would have thought would get settled years ago. When looking for EPM (Enterprise Project Management) software, should you be looking for the all-in-one or looking for the best of each type of tool that will link together?
Generally Accepted Accounting Principles or GAAP are now a part of all big project management environments. These standards are what makes for things like Sarbanes Oxley and other compliance challenges. What do project managers have to know about GAAP and where they come from?
You’ve heard the expression “From little acorns big trees grow.” The same can be said for projects. There’s something compelling…
What kind of PMO would you design if it could be any kind at all. What? You’re surprised that there’s more than one PMO? There are many. Here are a few of the most common examples.
Project scheduling is at its most interesting when the schedule is constrained. There are few examples of this better than a shutdown and turnaround schedule in an industrial plant. Everything you know from project management in other contexts applies here too but the project only lasts a few days with hundreds or thousands of workers descending on the plant to do the work in as short a time as possible. Here are some of the areas where shutdown project management is more tightly managed than elsewhere.
HMS has released the latest version of TimeControl, 5.1.2. As usual, the new version has a number of fixes but…
It’s easy to run a project when everything goes well. What preparation have you made however for when things go awry? We’re told to be ready to recover from a disaster at home but do you apply the same logic to your projects?
In a tough economy there are lots of places you can cut costs. Project Management isn’t a good choice. Here’s why
Thinking about how to manage one project vs. many projects is a very different exercise and it has little to do with the volume of work. How do you manage the conflicting interests of many projects underway simultaenously when you’re responsible for managing a multi-project environment? We discuss this and other multi-project challenges in this article.