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IT Project Scope Management – Mission: Possible

IT Project Scope Management – Mission: Possible
By The Grumpy Project Manager

The Project

Scope management is a challenging part of managing an IT project. Quite often project scope is monitored and discussed on project level. Or not actually the scope, but money and time. ‘We are behind the time table and over the budget’, is reported when in fact project’s scope has not been managed properly. Scope is considered to be difficult to define, measure and follow unlike time and money. We very seldom hear conversations like ‘…But what actually is an hour? Some hours feel so long and some go by very fast. We have had mainly these fast hours and therefore it may seem that we are behind the timetable when measured with medium kind of hours…”.

Scope changes don’t just happen, but they are made. IT project scope needs to be managed in several levels; from individual tasks to a corporate IT system scope strategy. Read the Complete Article

The Last Impression Is Vital in Project Portfolio Management

The Last Impression Is Vital in Project Portfolio Management
By The Grumpy Project Manager

When thinking about development project portfolio management it is not the first impression of a project but the last one that matters most. It is not about how one enters a party but how one leaves it. It does not help if a person (project) is pretty and witty when entering a party (project portfolio) if she or he is loony and moody when leaving it.

The first impression

As the first impression is considered to be important a lot of effort is put into it. A grand kick-off meeting may be arranged where objectives are presented and team spirit building started. At this point the project is just a plan. The stakeholders have problems understanding it fully and this understanding is dependent on their mindset. After a kick off meeting the stakeholders usually have great expectations about the project and its outcomes. Read the Complete Article

Is Your Project a Real Project?

Is Your Project a Real Project?
By The Grumpy Project Manager

When a project manager is offered a project or is nominated to run a project the first thing to do is to check whether it is really a project. The biggest mistake a project manager can make is to agree to run and be responsible for a project that is not actually a project. A project manager can of course make several big mistakes also after that. Possibilities are limitless. But if this mistake is made then failure is more than just possible.

A real project has an owner or a sponsor from the management. She or he is a real, living, breathing person who actively participates the project: ensures that the project has enough resources, solves possible higher level problems the project manager cannot influence etc. The first check point – ownership: It’s not a project if it does not have an owner. Read the Complete Article

Project Planning Is Unnecessary, Boring, Dangerous…

Project Planning Is Unnecessary, Boring, Dangerous…
By The Grumpy Project Manager

Plans are not needed in projects. A simpler and more usual method is to do projects twice or go on doing them till it is politically suitable to stop. Here I’m talking about IT or R&D projects. In building projects this would not be accepted. ‘We made this house once. It didn’t come out like planned, but now we know how it should be made. We just tear this one down now and build it again.’ Program code is easier to get rid of and forget than big pieces of hard concrete and steel, so we can use the Do-It-Twice technique in IT projects. Of course in IT projects we don’t necessarily do the whole thing once and then again, but small things inside projects – We do the foundations, but as the foundation guy didn’t know that 10 floors will be built on top of the foundations, he will have to redo or strengthen the foundations. Read the Complete Article

Avoid Voice Guided Project Navigation

Avoid Voice Guided Project Navigation
By The Grumpy Project Manager

Planned projects are problematic in relation to happiness

In planned projects with prioritized task lists it is easy for corporate PMs to lose friends they never had. Let’s say there is a corporate project with a prioritized task list including one hundred consecutive tasks. After working a while the team is doing task #5. Then a person with a loud voice becomes interested in task #35. “Hello, my friend PM. Could you do #35 because I’m interested in that. And could you also do it a little differently than planned.” The PM tells her or him that we are doing task #5. Her or his task is #35 and some waiting is required. This person easily becomes angry and noisy. “That PM never gets anything done! Never! Anything! You are not my friend anymore”. PM keeps her or his cool and continues according to the plan and gradually get the project done. Read the Complete Article

Recommended PM App

Recommended PM App

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