It has been 18 long months since this project started, and now it is done with just a few small details waiting to close out. There is only one remaining question, now what?
There is one thing that I’d like to focus on for this post, the closing meeting.
After so many days and weeks and months on this project, it seemed anti-climatic to just end the project by simply stopping work. Besides, I would not be doing my part to really wrap it up the right way. So, I invited all 25 team members and other stakeholders to a long, but not grueling, meeting to finish things up. The agenda looked like this:
- Project Overview (we also had a pot-luck to break it up a little during this time)
- Accomplishments (including value adds)
- Lessons Learned
- Final Thanks
Now this meeting lasted all morning, but after 18 months, 3 more hours was not going to hurt anyone and produced a great pay-off. Read the Complete Article
The Importance of Motivation in Project Management
By Michael L Young
A poorly motivated team has been known to unravel even the best project plan. A good project manager needs to know how to harness the initial excitement that comes with starting a project and use it to maintain motivation – leading to success throughout the project’s lifecycle. We now know that contemporary project managers need to be more than just schedulers and contract managers. They need excellent skills in managing those complex human elements that have the potential to bring any project down.
Motivation Theory and how it works
Most people who’ve been around management for a while would have heard of the key management theories about motivation. There’s the difference between intrinsic (like values and beliefs) and extrinsic (like money and recognition) motivation. Maslow’s Hierarchy of Needs is also often referred to. This theory proposes that people need to meet lower level goals such as the need for food, shelter and security before they are motivated by higher level goals such as the need for achievement and social acceptance. Read the Complete Article
The Role and Significance of an Interior Design Project Manager in Commercial Construction
By Kathryn Grube
The question of “what value does an interior design project manager really add to a commercial construction renovation or new construction project,” in addition to the structural responsibility of the architect, has been too long misunderstood. Interior designers who work as project managers seem to get the “short end of the stick”, due to the lack of knowledge by building owners or by the premises of other industry professionals, who do not find any worth in what a certified and practicing professional interior design can provide for the owner’s benefit. After reviewing many sources on interior design and project management, I was unable to locate a “basic‐101” educating document that provides an overview in layman’s terms for owner’s representatives that are perplexed or confused about just what an interior design project manager can provide for their project. Read the Complete Article
Goals of an Enterprise Project Management Office (PMO)
By John Filicetti
The goals of an Enterprise Project Management Office (PMO) are to:
- Create and maintain a consistent world class project management methodology and process for all project management engagements across the company
- Train, certify if possible, coach, and mentor project managers in not only project management, but also project delivery to ensure skill mastery and consistency in planning and execution
- Manage corporate and project priorities matching business goals with appropriate technology solutions and provide increased resource utilization across the organization matching skills to project needs
- Provide centralized control, coordination, and reporting of scope, change, cost, risk, and quality across all projects
- Increase collaboration across projects
- Provide increased Client Satisfaction with project-related work through increased communications, collaboration, training, and awareness
- Reduce time to market by providing better coordination and the right resources with the right skills for the projects
- Reduce project costs because common tasks and redundant projects could be eliminated or managed at the central level
- Reduce corporate project risk
John F. Read the Complete Article
What Is a Project Office and Why Is It Different From a PMO?
By Glen D. Ford
If you’ve been involved in construction or other similar businesses, you’ve no doubt heard the term project office.
If you’ve been reading the business media, you’ve no doubt heard the term PMO or project management office.
So what is a project office and why is it different from a PMO?
In this article, I’m going to explain what each is, how they are related and how they are different.
A project office is typically a trailer or other short-term facility that is used as an office for a project. Normally they are used whenever office facilities are needed near a long-term temporary endeavor. Construction projects such as building a housing tract, or an office building or a bridge often use these offices.
These offices typically are used to house the project manager and any office workers who are needed on site. Read the Complete Article
Six Sigma vs. Total Quality Management
By Tony Jacowski
Six Sigma is a relatively new concept as compared to Total Quality Management (TQM). However, when it was conceptualized, it was not intended to be a replacement for TQM. Both Six Sigma and TQM have many similarities and are compatible in varied business environments, including manufacturing and service industries. While TQM has helped many companies in improving the quality of manufactured goods or services rendered, Six Sigma has the potential of delivering even sharper results.
Total Quality Management
Total Quality Management is often associated with the development, deployment, and maintenance of organizational systems that are required for various business processes. It is based on a strategic approach that focuses on maintaining existing quality standards as well as making incremental quality improvements. It can also be described as a cultural initiative as the focus is on establishing a culture of collaboration among various functional departments within an organization for improving overall quality. Read the Complete Article
By Chuck Tryon
The key feature of this activity is recognizing that identifying candidate projects is something that an organization should do on a regular basis, not just once each year. Further, when examining projects for approval, it is vital to also examine the resource capacities and capabilities available for assignment. It is futile to assign a major new project requiring extensive discovery of business requirements if no business analysts are available.
Project Identification proceeds Project Initiation.
Project Identification is a repeatable process for documenting, validating, ranking and approving candidate projects within an organization.
Due to the changing financial conditions within the total organization, it is necessary to establish a stable process for approving projects for initiation. This process will…
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- Validate the business reason for each candidate project.
- Provide the base information for more informed financial commitments to projects.
- Establish a more objective ranking of candidate projects.
The Project Handover Checklist
By Ron Rosenhead
Here’s a brief checklist of what could be included in the project handover plan:
- Identifying and managing key stakeholders including the group who will receive the handover
- A clear date for handover of the project
- A communication plan that starts early in the life of the project and includes the target group
- Change management issues and how they will be handled
- Getting the target group involved as early as possible including someone being on the project team who also acts as a change agent
- Developing appropriate training for this group or ensuring it is included in the handover plan
- Clear risk management
- Having clear roles for the recipients in the department taking on the new work e.g. it may not be your responsibility for organizing the training, it could be their responsibility
Your project handover checklist will no doubt be different having more project specific items. Read the Complete Article
Crashing in Project Management: A Comprehensive Guide
By Donald Patti
Nearly every experienced project manager has been through it. You inherit a project with a difficult or near-impossible schedule and the order comes down to deliver on time. When you mention how far the project is behind, you’re simply told to “crash the schedule”, or “make it happen.”
As a long time project manager who now advises others on how best to manage projects and project portfolios, the term “schedule crashing” still makes me bristle. I picture a train wreck, not a well-designed product or service that’s delivered on time, and for good reason. While schedule crashing sounds so easy in theory, in practice schedule crashing is a very risky undertaking that requires some serious evaluation to determine whether crashing will actually help or hurt.
In this article, I’ll explain the underlying premise behind schedule crashing and describe some of the typical risks involved in a schedule crashing effort. Read the Complete Article
The 5 Phases of the Vendor Selection Process
By Keith Mathis – PM Expert Live
Let’s face it. No matter how hard we try or how much we want it, we can’t do it all. Regardless of the size of your organization, you will eventually come across at least one aspect (usually several) that is not feasible or cost effective to do for yourself. Whether it is buying paper, printer ink, food, or a new MRI machine, you will sooner or later find that you must go in search of a vendor.
Hiring a vendor has several advantages. It can reduce operational costs, enhance working conditions, improve responsiveness, and save significant money.
While outsourcing to a vendor may be necessary, there are also times when it is not wise to do so.
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- If you and the potential vendor do not have the same goals.
- If you feel like you must micromanage the entire project and process.