In a large project, all communication takes place in context of an overall Communication Management Plan. Status meetings and status reporting are required, just as for a medium-size project. In addition, there are many other types of proactive communication that need to be considered. This creative and proactive communication is laid out in a Communication [...]
The Quality Management Plan describes how you will ensure that the client’s quality requirements are achieved and to describe the processes and activities that will be put into place to ensure that quality deliverables are produced. The Quality Management Plan allows you to understand when the deliverables are complete as well as how to show [...]
Stakeholders are specific people or groups who have a stake or an interest in the outcome of the project. Normally stakeholders are from within the company and could include internal clients, management, employees, administrators, etc. A project may also have external stakeholders, including suppliers, investors, community groups and government organizations.
The Project Charter holds the information that you uncovered in the project definition process. The Project Charter is written by the project manager and approved by the project sponsor to show that there is an agreement on the work to be completed.
You hear of project managers that manage multiple large projects and small projects. The question arises as to how many projects can be effectively managed at one time.
A common mistake is to assign two or more people to an activity without designating who has the primary responsibility to ensure the work is done correctly and completely. A lack of primary responsibility may make some people defer to each other and end up delaying work that needs to start quickly. You can also [...]
Risk is usually associated with potential events that have a negative impact on the project. However, there is also a concept of opportunity risk or positive risk. In these instances, the project manager or project team may introduce risk to try to gain much more value later. For instance, a team may decide to utilize [...]
Written by Ron Holohan
As a project manager, you are responsible for managing the efforts of your team to insure that your project deliverables are met. But how do you manage one of your most important project stakeholders - your own manager?
The following techniques can be used at the project level or activity level, or for any sized work in-between.
If you look at a WBS activity and determine that it needs to be broken down to another level, the original activity becomes known as a “summary” level. A summary activity does not have any work or hours specifically associated with it. It represents a logical roll-up of the activities that are under it.
One way to supplement quantifiable metrics is with client satisfaction surveys. For instance, instead of trying to measure the exact response time of an application against some service-level standard, you could simply ask your main users how satisfied they were with the application response time.
Building quality steps in the schedule adds a certain amount of effort and cost to the project. However, these incremental costs will be rewarded with shorter timelines and reduced costs throughout the life cycle of the solution. Examples of the cost of quality include:
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