Project Managers have many responsibilities. And one of the most difficult is Project Estimation: to predict what will happen in the future. Because projects are fraught with uncertainty.
And Project Sponsors dislike uncertainty. So they expect Project Managers to reduce it. So, they want you to manage project risks and estimate uncertain, future outcomes like:
In an earlier article, we gave you eight approaches for how to engage your project sponsor. But the commonest challenge is ‘what if I have a difficult project sponsor?’ So in this article, we’ll look at seven flavours of difficult project sponsor, and tactics for handling them.
Too often, Project Governance is seen as ‘worthy but dull’.
Project Managers can easily believe it is nothing but an annoying intrusion into their autonomy. Senior managers find it a distraction. In addition, when they need to do it, these top people usually believe it is straight forward; they don’t need anyone to tell them how to do it.
Yet Project Governance is a critical component of your project control. It protects the organization, the project, and its people alike. It provides accountability, strategic focus, and sound decision-making. Without good Project Governance, you and your project are at grave risk.
So it’s time to understand what Project Governance can do for you. And how to kick start it on your project.
The PMI Pulse of the Profession 2017 annual review is called ‘Success Rates Rise’. From the title, we already know it contains good news.
This year, the focus of the PMI’s analysis is on strategic initiatives. But project managers at all levels need to be aware of the major trends and the conclusions the PMI draws. So, in this article, we extract the meat. And we add our own OnlinePMCourses comment to some of the PMI’s own conclusions.
A Project Business Case sets out why you should start your project. It gives an
‘analysis of the benefits and costs of making a change to the way things are done’.
Your Project Business Case is therefore a tool for senior people to make an informed decision. It is a vital part of your project governance.
A project without a Project Sponsor is like a restaurant without a proprietor. When everything runs smoothly, no-one notices the absence. But when you need a big decision, somebody needs to make it.
Project Sponsorship is not just about accountability. It’s about getting the direction and oversight of your project right. It is a means of projecting the organization from some of the major risks from your project.
But what if your Project Sponsor doesn’t want to get fully involved?
This year, PRINCE2 becomes PRINCE2 2017. What is PRINCE 2 and what are the main changes we can expect?
The eighth PMI Project Management annual review is called ‘The High Cost of Low Performance‘. It contains some important findings for businesses, executives, and project managers.
In this article, I will extract the juicy bits and add our own OnlinePMCourses comment to some of the PMI’s own conclusions.
One of the challenges a new Project Manager faces is project decision making. It is easy to find the constant stream of small decisions overwhelming. But there’s more to it than that. Some decisions are big, and getting them right is a matter of good governance.
And so we have the two requirements of project decision making:
In this article we are going to focus on the need for good, robust, accountable project decision making. In next week’s article, we will look at how to satisfy the need for speed, and make a good decision in a hurry.Continue reading
In my last blog, I opined that, when creating a Work Breakdown Structure, top-down and bottom-up planning are equally effective. I also believe that you can do better by combining the approaches and my blog describes how.
In fact, in certain circumstances, one of them is a downright danger to the project manager.Continue reading