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
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.
5 Aspects of Project Management
By Atul Gaur
Recently, I read an article 7 Project Management trends to watch on PMI’s blog. I appreciate the work done by the author as I share similar views on the issues raised by Mr. V Srinivasa Rao. My views on five most important aspect of project management are as follows:
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- Look Beyond the triple constraintsMany times we do complete projects but still feel unsatisfied with the way the targets have been achieved. I feel the value that the project brings apart from the margin should be quantified and communicated to team members well in advance so that every body can work and achieve both tangible and intangible gains from the project. Organizations should concentrate on achieving internal deliverable (values) as much as on satisfying project stake holders by delivering the project within triple constrains. Organizations must establish procedures to ensure that the value delivered by the project is assessed, verified and improved upon on subsequent projects.
Project Sustainability Predators at Work
By Gratien Gasaba
Have you ever watched a movie concerning bush meat hunting as performed by the wild big cats such as lions and leopards? Have you noticed that these big cats use a range of tactics to maximize their chances of catching the prey? Have you noticed that these strategies and tactics vary with the nature and kinds of the prey? Needless to say that a predator, say a lion, will never acknowledge to be a predator, instead it would portray itself as an accountable king of the forest that carefully defends its subjects, and righteously uses its upper hand to be fed to maintain health and survive.
In my last post I discussed 9 categories of sustainability stakeholders including the predators. The article postulated that sustainability predators are powerful people who don’t care about lasting solutions which they mostly perceive as threats to their personal interests. Read the Complete Article
10 Practical Ways Sponsors Can Boost Their Project Success
By Harry Hall
I often ask project managers the reasons for project failure. One of the top responses is a lack of leadership and sustained engagement by the project sponsor. The sponsor paints a fuzzy picture of what they want, throws it over the fence to the project manager, and goes on their merry way. The sponsor essentially says, “Let me know when you’re done. Failure is not an option.” Really?
Fortunately, some sponsors know how to hit home runs. These sponsors understand that their leadership is essential to a winning season. They stand out from other sponsors by owning their projects and maintaining a healthy relationship with their project managers from the beginning to end of their projects.
Sponsors are typically busy senior executives often coming from the C-suite. In addition to the projects they are sponsoring, the executives have many other responsibilities. Read the Complete Article
Project Sponsors: How Good Are You at Briefing Your Project Managers?
By Ron Rosenhead
“This is a long; much longer than a briefing note I would normally get from my manager or sponsor.”
These are words spoken by someone on a project management course and words I have heard before.
What was being referred to was a case study, 315 words long which took up less than a page of paper. The person went on to say, and it is something I have heard before, they are lucky to get a one line e mail, or a face to face briefing that lasts less than 30 seconds.
This brings me to a briefing activity we sometimes do with project sponsors. The activity involves 3 people with one person being briefed by another, and with the 3rd person acting as observer. I start the feedback by asking the person who was briefed to say what the project is all about. Read the Complete Article
7 Proven Ways to Overcome False Expectations
By Eileen McDargh
People have expectations. Individuals, teams, or organizations have a strong belief that something is going to happen in the future.
Project sponsors expect projects to be completed in a timely fashion. Developers expect clear requirements. Testers expect the test region to be stable. Users expect that all of their needs will be met. Vendors expect a statement of work.
Sometimes the expectations are valid; other times the expectations are false. The individual’s expectations are unrealistic or invalid. What causes false expectations and how can we set and maintain the proper expectations?
The Muck and Mire of Expectations
Let’s look at seven common causes of false expectations and what we can do about each. Take note that all of these problems are related to communications.
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- Things are not discussed adequately. For example: Why do the users of software expect one thing and get something different in projects?
Best Practice for Stakeholder Engagement During Program Recovery
By Peter Osborne
If a program of change is put into recovery, stakeholders will inevitably play a critical role in getting it back on track. Their commitment and engagement can make the difference between a project or program’s ultimate success or failure. In order to recover the identity and integrity of a program, project management need to ensure influential stakeholders use their authority and leadership to clear a path back to successful delivery. Peter Osborne of LOC Consulting examines best practices for effective stakeholder re-engagement when the current approach has failed.
Establish terms of reference for stakeholders
Project management must consider stakeholders as operating along two axes of interest and influence. The process of developing a RACI chart will help identify and define the different interests and influences of stakeholders, as well as their level of involvement. Clear roles, responsibilities and accountabilities are key to delivering a successful program. Read the Complete Article
Spring Cleaning and the “Rites of Passage” Into the Five Project Phases
By Michelle LaBrosse, PMP, Founder, Cheetah Learning
By Michelle LaBrosse, CCPM, PMP®, PMI-ACP, Chief Cheetah and Founder of Cheetah Learning
As a Project Manager, you are most likely familiar with the five project phases (also known as the project life-cycle or “process groups”) outlined in the PMBOK® Guide: initiating, planning, executing, monitoring & controlling, and closing. However, do you know the 47 PM “processes” that these five phases encompass? How do you know you’ve moved from one project phases to the next? In this post, we want to sharpen up your knowledge on the distinction between the project phases through the metaphor of “rites of passage.” Just like the seasons, project phases follow a life cycle marked by certain activities (like spring cleaning) that indicate you’ve entered the next phase. By knowing the “rites of passage” into each new project phases, you’ll be better equipped to keep track of which processes belong in each project phase, and, ultimately, better manage your projects. Read the Complete Article
The Project Lifecycle for a Workspace Design Project
The design of a workspace is an intrinsic part of company success. Not only is the style and design of the workspace reflective of a firm’s brand and personality, but the right workspace can nurture workforce productivity. If your working environment isn’t designed at its optimum, embarking on a workspace design project could prove an invaluable investment. Commercial property design-led construction specialists Amspec, map out a typical project lifestyle for a workspace design project.
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- Identify your workspace goals
First and foremost, as with any design project, you will need to plan ahead.
Ask yourself why do you need to alter your current workspace? Does new technology need installing? Does the infrastructure need updating? Has your workforce grown and you need more space? Perhaps you have re-branded and require a new office look and design?
Determining the goals of the project will help ensure the ultimate design objectives are achieved.