https://www.projectsmart.co.uk/articles.php Project Smart is the project management resource that helps managers at all levels improve their performance. We provide an important knowledge base for those involved in managing projects of all kinds. With weekly exclusive updates, we keep you in touch with the latest project management thinking. en Copyright: (c) Project Smart Sun, 22 Oct 2017 13:00:00 GMT https://www.projectsmart.co.uk/img/logo-lg.png https://www.projectsmart.co.uk/articles.php Are you embarking on your career or considering a career change? Plenty of people want to pursue a career in project management. Where should you start? Miscellaneous Sun, 22 Oct 2017 13:00:00 GMT https://www.projectsmart.co.uk/make-me-a-project-manager-in-2018.php To be a successful project manager, you must be able to manage your time well. The best project managers ensure they are productive for most of their time and avoid time-wasters at all costs. Here are some tips that can help you manage your time more efficiently. Miscellaneous Sun, 26 Feb 2017 09:52:00 GMT https://www.projectsmart.co.uk/six-time-management-tips-for-project-managers-infographic.php Much is written about IT projects going offshore to low-cost countries and the emergence of the IT services industry in these countries. These articles, however, don't tell the whole story. Instead, they focus on getting the most from your offshore partners. Little information exists about offshore working from the project manager's perspective. Outsourcing Sun, 04 Dec 2016 16:02:00 GMT https://www.projectsmart.co.uk/managing-it-projects-offshore-the-project-managers-perspective.php The job of a project manager is no sinecure. So many things are going on, so many people to consider. It's no wonder, then, that new project managers make a ton of mistakes. This situation is not necessarily a death knell for your project management work, however, if you learn from the things you do wrong each time. Here are the five biggest mistakes new project managers make and what to do about them. Role of the Project Manager Tue, 01 Nov 2016 19:32:00 GMT https://www.projectsmart.co.uk/the-5-biggest-mistakes-new-project-managers-make.php Remember those dreams where you get so nervous about an upcoming test, event, interview or something important, and you look down and realise you just walked into the room and you are not wearing any pants. Now, imagine yourself as a project manager with sixteen projects on your plate. Role of the Project Manager Sun, 09 Oct 2016 16:20:00 GMT https://www.projectsmart.co.uk/high-anxiety-managing-projects-with-your-pants-down.php When you have great people, there's always the temptation to overload them. They become your 'go-to' people for all manner of questions and issues. The danger, though, comes when you overload them. Training Sat, 01 Oct 2016 17:50:00 GMT https://www.projectsmart.co.uk/project-overload-are-you-killing-your-best-people.php As a manager or team leader, you should be full to the brim with innovative ideas about how you can improve both your workflow and business objectives. When you come across an idea that you want to implement - whether that's a new way to sustain growth, manage your inventory, or hire new staff - chances are you'll be in a rush to get it launched. Project Planning Sun, 25 Sep 2016 10:06:00 GMT https://www.projectsmart.co.uk/getting-the-most-out-of-your-project-planning-sessions.php Great leaders are role models for their teams. That's a given, but one of the many qualities of great leaders is that they are best in managing a crisis. Read stories of great leaders, and you'll get validation of this fact. They have an innate ability to bounce back in difficult phases of life. Miscellaneous Thu, 31 Mar 2016 18:45:00 GMT https://www.projectsmart.co.uk/7-tips-on-how-to-be-a-great-leader-during-a-crisis.php Every project starts with a scope statement. The scope is the high-level view of the project that can be broken down into the requirements and the details required of the final product to meet the original scope statement. As the team moves from requirements to executing tasks on the project, the scope and the requirements must be tracked. Requirements Management Sun, 20 Mar 2016 07:29:00 GMT https://www.projectsmart.co.uk/move-from-requirement-to-execution-in-4-crucial-steps.php Meetings...meetings...meetings. If there were a secret formula for keeping our meeting attendees awake, alert, and productive during our meetings, we could make a fortune selling it. It's like some people think it's a personal invitation to take a nap, or not show up at all. Miscellaneous Sat, 12 Mar 2016 15:37:00 GMT https://www.projectsmart.co.uk/5-lesser-known-hacks-to-make-your-meetings-more-productive.php It can be difficult to start something new, especially if it's a new project or a new approach to a project that you haven't experienced before. And if no one in your organisation has ever done it before? Well, that can be terrifying. Miscellaneous Sat, 05 Mar 2016 13:30:00 GMT https://www.projectsmart.co.uk/starting-something-new-4-tips-to-starting-any-project-with-the-right-mindset.php In its modern form, project management dates back to the early 1950s, although its roots go further back to the latter years of the 19th century. As businesses realised the benefits of organising work around projects - recognising the critical need to communicate and co-ordinate work across departments and professions - a defined method of project management emerged. Lifecycle & Methodology Sun, 28 Feb 2016 18:35:00 GMT https://www.projectsmart.co.uk/introduction-to-project-management.php The baseline of a schedule is a set point in time that allows everyone involved in the project to look back and see the baseline. If the project's going well or ahead of schedule, you might be glad to show off the baseline. Other times, you may want to hide the baseline under a rock or bury it somewhere in the woods behind the break room. Project Planning Sat, 27 Feb 2016 12:24:00 GMT https://www.projectsmart.co.uk/hitting-a-moving-baseline-target.php Project management itself is nothing new. The modern framework began in the early 1950s, driven by businesses that realised the benefits of organising work around projects. More importantly, they realised the critical need to communicate and co-ordinate work across departments and professions - the benefits of which continue to drive project success today. Lifecycle & Methodology Fri, 26 Feb 2016 19:50:00 GMT https://www.projectsmart.co.uk/project-management-process-groups-explained.php I realise this is probably a hard question to ask yourself - or to ask the client. But the truth is, we can all get easily sidetracked and start focusing on the wrong thing. It's especially true if we tend to be fighting constant fires on a project. Role of the Project Manager Sat, 20 Feb 2016 17:00:00 GMT https://www.projectsmart.co.uk/am-i-doing-what-i-should-be-doing.php Successful projects start with a good, quality project schedule. Creating a schedule is one of the first tasks you should do when given a project to manage. The temptation is often there to get on with the work and worry about the schedule later - this is a mistake. You will be left exposed and, if challenged, will have no evidence of whether your project is on time or running late. Scheduling Sun, 14 Feb 2016 18:48:00 GMT https://www.projectsmart.co.uk/the-8-step-guide-to-creating-a-quality-project-schedule.php Your organisation has decided to take the next step. Everyone feels your project management infrastructure - albeit new and leanly staffed with a few part-time project managers from various departments - has been successful enough to warrant taking the next big step: the creation of a formal project management office (PMO). Exciting? Project Management Office Sun, 14 Feb 2016 12:34:00 GMT https://www.projectsmart.co.uk/4-questions-to-ask-when-youre-asked-to-help-set-up-a-new-pmo.php You may be great at your profession. You may have a spectacular list of achievements. But if you lack a few essential soft skills, you won't get too far - in your personal life or professionally as a project manager. Like it or not, social skills are essential survival skills. They let you adjust to varying environments. Team Building Sun, 07 Feb 2016 10:23:00 GMT https://www.projectsmart.co.uk/6-easy-ways-for-project-managers-to-boost-their-people-skills.php Time to market and remaining competitive are amongst the drivers of Agile adoption. New breeds of project execution processes have been proposed recently as lightweight alternatives to the traditional phased approach. These so-called lightweight processes fall under the umbrella of Agile methodology. Agile advocates recommend executing projects based on the philosophy of iterations, incremental development, collaboration and adaptation. Case Studies Mon, 01 Feb 2016 21:20:00 GMT https://www.projectsmart.co.uk/agile-adoption-a-case-study.php Let's start by defining what we mean by a 'feasibility study'. According to Cambridge Dictionaries Online, "it's an examination of a situation to decide if a suggested method, plan, or piece of work is possible or reasonable." A project starts with an idea - for example, a car maker may decide to convert its manufacturing plants to be powered by 100% renewable energy within three years as part of its sustainable business strategy. Requirements Management Sat, 23 Jan 2016 17:50:00 GMT https://www.projectsmart.co.uk/carrying-out-a-feasibility-study-how-to-make-a-smart-decision.php "But is it feasible?" is a four-word question you should be asking at the beginning of any project. That's true whether you're renovating your basement or installing a new software system at a bank. Requirements Management Sat, 23 Jan 2016 17:50:00 GMT https://www.projectsmart.co.uk/but-is-it-feasible-how-to-confidently-assess-project-feasibility.php Projects are often the offshoot of crisis situations. They kick-off in circumstances that inherently prevent success. In most instances, very little is done to assess the organisational culture and ensure a healthy environment-something crucial to the desired objective. Best Practice Sat, 16 Jan 2016 18:20:00 GMT https://www.projectsmart.co.uk/10-early-signs-your-projects-a-failure.php In large projects, the customer or the project manager will often split the work into logical phases in order to better manage the overall scope of the project. Between the phases, there should be phase gates to assist the project team from moving from one phase to the next. Lifecycle & Methodology Sat, 09 Jan 2016 12:30:00 GMT https://www.projectsmart.co.uk/the-phase-gates-cheat-sheet-4-steps-to-better-managed-projects.php It is one thing to finish a project but quite another to finish strong. Simply finishing a project may mean that your exhausted body is dragged past the finish line by your dedicated team members. Or it might mean that you just sat down and quit working, letting the project work go on around you without your full involvement. Best Practice Sun, 03 Jan 2016 17:17:00 GMT https://www.projectsmart.co.uk/how-to-finish-strong-on-your-projects.php Maybe you're a 'visual' person who needs to see in order to understand. Maybe you're an auditory person who prefers to hear in order to best comprehend. Wherever you fall, I think we can all agree that a visual planning system for project management is a great way to go. Project Planning Sat, 02 Jan 2016 17:58:00 GMT https://www.projectsmart.co.uk/using-visual-planning-for-easier-project-management.php As we prepare to close the door on 2015, Project Smart looks at the most popular articles we published in the past 12 months. Miscellaneous Thu, 24 Dec 2015 18:26:00 GMT https://www.projectsmart.co.uk/project-smarts-10-most-popular-articles-of-2015.php As a project progresses from an idea sketched on a white board to a preliminary plan and into a full-fledged project management plan with a schedule and all the bells and whistles, it will gather risks around it like moths gather around a light. Risks will pop up during every phase of the project. Risk Management Sat, 19 Dec 2015 13:15:00 GMT https://www.projectsmart.co.uk/four-stages-to-project-risk-removal.php I recently posted some predictions for project management in 2016. One thing I didn't cover was cybercrime and cybersecurity. Cybercrime grew in public awareness and concern between 2014 and 2015, and there seems to be no let up if the number of articles and alerts about it are any indication. Miscellaneous Sun, 13 Dec 2015 14:02:00 GMT https://www.projectsmart.co.uk/how-much-will-cybercrime-affect-project-management-in-2016.php As project managers, we're often put in positions where we must make critical project decisions on the spot. We find ourselves making these types of decisions under pressure and with little to no information and little to no input from key stakeholders. They just aren't available when they're needed - or they have even less information than we do. Role of the Project Manager Sat, 05 Dec 2015 18:12:00 GMT https://www.projectsmart.co.uk/how-to-make-a-killer-project-decision-on-the-spot.php I'm a sports fan. Not of any one sport, but a sports fan in general. And when I saw today that one of the best basketball players in history - especially in the recent era of the NBA - is making less than 34% of his shots this season, I thought of this concept. That's Kobe Bryant I'm talking about, by the way. He's my oldest son's all-time favourite player. But it may be a sign that, at 39 years of age, Kobe has been through enough injuries and jump shots taking their toll on his body, and it's time to call it quits on a career before he goes out at the bottom rather than on top. Role of the Project Manager Sat, 28 Nov 2015 17:05:00 GMT https://www.projectsmart.co.uk/knowing-when-to-call-it-quits.php Projects have a lot of moving parts. When you throw multiple projects into the mix, as most organisations do, then knowing where projects stand is essential. In order to manage multiple projects, the leaders of the organisation executing the projects need to be able to keep tabs on everything. This could be happening through emails, meetings, informal conversations, formal reports or even a combination of these, depending on how the organisation and project managers are organised. Best Practice Thu, 26 Nov 2015 17:10:00 GMT https://www.projectsmart.co.uk/keeping-tabs-on-projects.php Agile methodologies promote lightweight practices to establish a flexible framework that operates within broadly defined roles in order to achieve the desired outcome. Iterative and incremental cycles, comprising dynamic interactions, evolve to become a highly collaborative and productive team. Agile Project Management Sun, 22 Nov 2015 12:52:00 GMT https://www.projectsmart.co.uk/can-agile-reduce-complexity.php Before you can start churning out Gantt charts and resource levelling graphs for a project, you need to get that project approved. Whether the approval comes from the client paying for the project or the executive sponsor, it represents a vital first milestone that won't happen without some behind-the-scenes work. Business Case Sun, 15 Nov 2015 20:52:00 GMT https://www.projectsmart.co.uk/getting-to-project-approval.php From time to time, everyone will find themselves planning for and conducting some sort of meeting, right? Who hasn't led a meeting before? Raise your hand. Thought so. And for project managers, that can be something that occurs several times per week. For certain, we should be conducting formal weekly meetings with the project client. We should also be conducting weekly internal team meetings. Best Practice Sun, 15 Nov 2015 20:52:00 GMT https://www.projectsmart.co.uk/3-ways-to-ensure-your-project-meeting-is-worthwhile.php The other day I was at Costco, and they were sampling Oreos. Oreos. Does anyone say "no" to an Oreo. They've been around for 103 years. They're a part of our lives like riding a bicycle or eating apple pie. Role of the Project Manager Sun, 15 Nov 2015 20:52:00 GMT https://www.projectsmart.co.uk/oreos-are-smaller-than-i-remember.php Collaboration seems to be one of the latest and greatest tech and project management catch phrases. We've had Web 2.0, PM 2.0, agile, cloud, web services, DevOps, hacks...to name a few. And now collaboration seems to be an important key word. Role of the Project Manager Sun, 15 Nov 2015 20:52:00 GMT https://www.projectsmart.co.uk/are-you-a-collaborating-project-manager.php The end's in sight. The project you and your team have been tackling is getting ready to wrap up. You're preparing to enter the final phase. But before you put that bottle of celebratory champagne on ice, make sure you're entering the final phase with the right mindset and approach. Lifecycle & Methodology Sun, 08 Nov 2015 17:06:00 GMT https://www.projectsmart.co.uk/project-management-entering-the-final-phase.php Available literature suggests significant growth is taking place in the global IT offshoring market. IT outsourcing/offshoring is nothing new. It has been around since the internet began, but it is increasingly gaining attention, and recognition, as an IT procurement strategy. Of this type of strategy, the literature has given the least attention to the IT project offshoring execution process, but academics and practitioners signal that a better management of the relationship will lead to a successful IT offshoring. Outsourcing Sun, 08 Nov 2015 17:06:00 GMT https://www.projectsmart.co.uk/project-managers-are-having-fun-in-it-offshoring-projects.php Not every organisation needs a project management office (PMO) - I realise that. I also know that not all project management offices work or end up serving any (good) purpose at all. I've seen or been a part of several that have failed for various reasons. Project Management Office Sun, 08 Nov 2015 17:06:00 GMT https://www.projectsmart.co.uk/building-a-project-management-office-from-scratch.php I like this term...partly because it works so well and partly because I remember watching that Happy Days episode that sort of signalled the beginning of the end for that beloved series. Much like the impractical concept of Fonzie jumping a shark on water skis in his leather jacket, some projects resort to impossible, impractical or downright ludicrous ways of trying to get through issues or over a bad hump to achieve success. Lessons Learned Sun, 08 Nov 2015 17:06:00 GMT https://www.projectsmart.co.uk/has-your-project-jumped-the-shark.php Have you been in a meeting where the senior person takes over the agenda and dictates the way he or she wants every aspect of a project to run? I certainly have, and this is what I've termed the 'tell' manager. These managers aren't interested in what other people have to say. They've already decided what will happen. Communications Management Sat, 24 Oct 2015 12:13:00 GMT https://www.projectsmart.co.uk/are-you-a-tell-manager-or-a-sell-manager.php Large transformation projects for any organisation are uncommon, but do happen occasionally. In these projects, the base systems and operations of a multinational company are changed significantly and across various geographies. Change happens when the market changes rapidly or the organisational systems have become legacy, and change is needed in line with the latest and greatest developments in technology and services so that the completion does not run ahead of you. Change Management Sun, 11 Oct 2015 18:35:00 GMT https://www.projectsmart.co.uk/executing-large-transformation-projects.php Are you looking to expand your project management infrastructure by hiring a new project manager? Or perhaps several new project managers? Or maybe you've made some bad hiring decisions and lack the project management experience in the organisation to achieve success on some of the more complex technical engagements that have come your way. Team Building Thu, 10 Sep 2015 12:06:00 GMT https://www.projectsmart.co.uk/looking-for-a-good-project-manager-5-tips-for-hiring-the-right-one.php Managing projects is all about strategy. You have to decide in advance how you're going to plan out tasks, mitigate risks, staff the project team and so on. All of these decisions and plans form the project strategy. As the project moves from planning to execution to monitoring and then to closing, the strategy is documented, refined, and implemented. Role of the Project Manager Sun, 06 Sep 2015 08:19:00 GMT https://www.projectsmart.co.uk/strategy-vs-luck-managing-projects-in-the-face-of-uncertainty.php Every project involves the creation of documents, materials, and deliverables. Oftentimes, the project team can leverage or borrow creations from previous projects and use them for the current project. This 'recycling' can help save time and ensure high-quality project outputs are produced. There's an assumption at play here, though. You must assume items created for other projects have already been through a quality assurance programme. Project Documentation Wed, 02 Sep 2015 19:24:00 GMT https://www.projectsmart.co.uk/creating-or-recycling.php Yes, project management can be fun. Admit it: There are those clients and those projects you've actually enjoyed working with and working on more than others. Not all projects are created equal, and some come with a cool factor in terms of the client, the technology or even the hands-on involvement required by you when you missed that type of interfacing on the project. Miscellaneous Sat, 29 Aug 2015 15:50:00 GMT https://www.projectsmart.co.uk/balancing-out-the-fun-projects.php The hardest part of a project is often just getting started. Moving from a good idea to a project team on the ground working and executing a solid plan is tough. You must generate momentum. After all, an object at rest stays at rest, but an object in motion stays in motion. Role of the Project Manager Sun, 23 Aug 2015 16:10:00 GMT https://www.projectsmart.co.uk/generating-momentum-in-a-project.php An ever-changing business environment where companies endlessly adapt and compete demands that HR professionals and departments develop an expanded set of strengths and skills to respond efficiently to changes in legal regulations, technology and personal demands. HR professionals who evolve with these changes are most likely to progress in their careers. Miscellaneous Wed, 19 Aug 2015 17:42:00 GMT https://www.projectsmart.co.uk/top-tips-on-how-to-succeed-in-human-resources.php Before you can be an inspirational leader and effective manager of your dynamic and energised team, you need to get your own game in shape first. Improving your personal time management skills is a lot easier said than done however, and the difference between being busy and being constantly stressed can sometimes feel paper thin. Miscellaneous Sat, 08 Aug 2015 14:33:00 GMT https://www.projectsmart.co.uk/how-20-minutes-each-morning-can-transform-your-day-as-a-manager.php You've probably seen news stations plastering the airwaves with stories of cyber-attacks. TV dramas tell harrowing tales of hackers lurking in the shadows. Now, I'm not saying I believe everything I see on TV. But this one is true. Anytime you log in to an open WiFi (like, say, at Starbucks), you leave yourself vulnerable. Miscellaneous Sat, 08 Aug 2015 14:33:00 GMT https://www.projectsmart.co.uk/protecting-sensitive-project-information.php You know the feeling. Getting a project from the beginning is awesome. I don't mean one you've acquired from another project manager who is leaving the company, being shown the door, going on leave or needed on another engagement. I do mean taking it through the planning phases and through execution, through testing for those tedious, complex technical projects, through rollout and handoff to support. Role of the Project Manager Sat, 08 Aug 2015 14:33:00 GMT https://www.projectsmart.co.uk/seeing-the-project-through-to-the-end.php Today, I want to spend a few moments looking at some of the signs a manager is failing. I have met people who do exactly as I describe and, in the process, have damaged their teams and themselves. Far from helping their projects succeed, they have jeopardised their chances of success. Team Building Sat, 08 Aug 2015 14:33:00 GMT https://www.projectsmart.co.uk/seven-habits-of-failing-managers.php Let's consider this scenario: Your manager has asked you to set up a project to develop a new product for your company. Your number one competitor is producing a similar product. You must get to market first to gain competitive advantage. The first to market will gain the greatest market share. The first thing you need to do is to put together a project team that will design, develop and manufacture the product. So, what makes a winning project team? Team Building Sat, 25 Jul 2015 10:00:00 GMT https://www.projectsmart.co.uk/how-to-build-a-high-performance-project-team.php In order for a project to be successful, a team of workers has to get along and work together. They must support the common project work. These teams could be large or small. Backgrounds and experience can often be vastly different. It's not these things that matter so much, though. It's how everyone comes together to work as a cohesive team. It's how they engage in teamwork. Team Building Sat, 25 Jul 2015 10:00:00 GMT https://www.projectsmart.co.uk/building-teamwork.php Without the right perception, as project managers, we too might have a false sense of reality. When we have the wrong perception, we make assumptions-often ones that are false. As project managers, then, we need to be aware that our perception of an issue or a risk or a goal or a milestone or a requirement may differ somewhat from others on the project. Communications Management Sat, 25 Jul 2015 10:00:00 GMT https://www.projectsmart.co.uk/perception-is-not-always-equal.php A programme is a collection of projects that are producing separate deliverables or products that will be consolidated into one solution. While many programmes are designed from the beginning and managed as such, there are times when projects grow and ultimately transform into a programme, and must be managed in a much different manner than projects. It can be difficult to move from a project to a programme if an individual is acting as programme manager. Programme Management Sat, 25 Jul 2015 10:00:00 GMT https://www.projectsmart.co.uk/moving-from-project-to-programme.php Soft power is the ability to get people to work with you by attracting them to be part of what you stand for; rather than to coerce, force or pay them. This can work for project managers too. Soft power is a political concept developed by Joseph Nye of Harvard University. For Nye, power is the ability to influence the behaviour of others to get the outcomes you want. Miscellaneous Sun, 07 Jun 2015 09:55:00 GMT https://www.projectsmart.co.uk/soft-power-for-success.php When the call to start a new project comes, we're often excited, nervous, skeptical, and ambitious all at the same time. Excited to show what I can do with a new project from beginning to end. Why? Many times we get charged with taking over someone else's mess. Or restarting an old project that had paused for a few months. So we have a new project. Now what do we do with it to ensure that we start with both feet on the ground? Role of the Project Manager Fri, 15 May 2015 19:31:00 GMT https://www.projectsmart.co.uk/starting-the-project-with-both-feet-on-the-ground.php Plenty of people in this world are more than happy to tell you about all the things that are going wrong or that will go wrong. Project management is no exception. For every project that is executed, there will be a host of people involved who will spend all their time talking about why it will not be successful. How everything will go wrong before the project is over. A project manager should not fall into this pessimistic attitude, though. Role of the Project Manager Mon, 04 May 2015 14:32:00 GMT https://www.projectsmart.co.uk/looking-for-blue-skies.php Winter is not always the most enjoyable season. Cold, rain, snow, ice, bare trees, and shorter days can make you feel as though spring will never arrive. Every year, though, spring shows up. The trees bloom. People head back outside to soak up the sun. At times, life on projects sometimes feels like winter. The never-ending meetings. The schedule overruns. The unexpected problems. You might feel like the project end date will never come. Miscellaneous Mon, 06 Apr 2015 16:45:00 GMT https://www.projectsmart.co.uk/looking-forward-to-spring.php Estimating project work is fraught with opportunities for things to go badly. The customer wants new work done on the project - work that isn't currently part of the scope, of course. Or perhaps the project hasn't started yet and you're still putting time and energy into good solid work estimations that will turn into timeframes of effort in your master schedule. The possibilities are endless. Cost Management Sat, 21 Mar 2015 09:03:00 GMT https://www.projectsmart.co.uk/estimating-project-work-gone-wrong-5-common-issues-and-how-to-solve-them.php As I think back to some treacherous experiences in my project management career, I'm reminded of the huge difference between giving good news and bad news to the project client. It's so easy to pick up the phone to say the project is rolled out successfully, on time, on budget or that the latest deliverable is coming a week early and it's ready for review. It's so much harder to wrap your head around how to break bad news. Communications Management Sun, 15 Feb 2015 16:32:00 GMT https://www.projectsmart.co.uk/its-easy-to-give-the-good-news.php Everybody gets in over their head at some point. Maybe you've been assigned to a project that you have no idea how you are going to finish at all, much less on time and on budget. Or maybe you've been handed somebody else's project schedule but are expected to update it and discuss it intelligently in a client meeting after lunch. Whatever it is, there are times in your career when you will feel like you are in over your head. Role of the Project Manager Sat, 31 Jan 2015 11:54:00 GMT https://www.projectsmart.co.uk/getting-in-over-your-head.php Superman. OK, he has his Kryptonite weakness, but that's about it. Let's get one thing straight - as a group, project managers are not comparable to Superman. So why are project managers so eager to jump into a sinking, stinking project when the opportunity arises? OK, yes, some aren't so ready to do that. But I have done it many times and will likely do it again. I've seen many of my colleagues do it willingly as well. So I know I'm not alone. Role of the Project Manager Sun, 25 Jan 2015 15:57:00 GMT https://www.projectsmart.co.uk/3-reasons-we-say-yes-to-impossible-projects.php It is never fun to make changes, especially amidst a big project, but at times change is necessary. There might be personnel who are not working out, or the scope might be wrong or ill-defined, or perhaps the schedule needs to be overhauled; all of these things and others can cause changes on the project. If change is indeed necessary for the project, then the following checklist will help ensure that all bases are covered. Change Management Wed, 31 Dec 2014 16:45:00 GMT https://www.projectsmart.co.uk/how-to-make-changes-on-a-project.php As we close the door on another year and look forward to the new one, I thought it would be a good time to look at the top five items project managers should have on their wish list for 2015. With these five essential ingredients in place, you will be well on your way to running successful projects. Without them, it's questionable whether you should start a project in the first place. Miscellaneous Sun, 21 Dec 2014 14:20:00 GMT https://www.projectsmart.co.uk/the-project-managers-new-year-wish-list.php This is a first for me...a Christmas list for project management, or maybe a New Year's resolution for the project management world. At any rate, here are a few things that I'd like to see happen for project management in 2015. As you read, please consider the changes, additions or deletions you'd like to see happen and share with everyone so we can openly discuss. Thanks! Miscellaneous Sun, 14 Dec 2014 15:57:00 GMT https://www.projectsmart.co.uk/my-wish-list-for-project-management-in-2015.php Whether in business or your personal life, having a goal gives you something to work towards. It pushes you forward and provides a constant reminder of what you want to achieve. Goals provide the motivational energy to carry on even when motivation is low. Academia has written much on the subject. By far, though, the most well-known goal-setting technique is SMART. In this history of SMART goals, I look at where the acronym came from, who developed it and what the critics say. SMART Goals Sat, 13 Dec 2014 17:26:00 GMT https://www.projectsmart.co.uk/brief-history-of-smart-goals.php The baseline of a project schedule is the key to monitoring and the reporting of status on the project. Without the baseline, the project manager is just throwing darts at an empty wall with no targets or running laps with no timer going. The baseline is the measurement stick. It's the proof that a project can be finished. It helps you meet the objectives of the stakeholders. In short, the baseline helps you get the project completed. Project Planning Sun, 30 Nov 2014 16:12:00 GMT https://www.projectsmart.co.uk/get-your-projects-on-track-remember-the-baseline.php You know those times when a project customer wants something on a project that no one on your team has ever heard of? No one has checked out that technology. No one is even sure that what they are asking for is even possible...let alone practical. You're tempted to say, "What are you even talking about?!?" What do you do? You certainly don't want to seem ignorant or agree to something you don't know much about. Miscellaneous Mon, 10 Nov 2014 16:13:00 GMT https://www.projectsmart.co.uk/portland-maine-i-dont-know-where-that-is.php If a project is in trouble, the project manager needs to work to recover it and get the schedule back on track. Hopefully, it's not too late to still meet the project deadlines and goals. Performing a project recovery is not a fun or easy task, but setting out a simple track to follow will help the project manager recover the project. And it always feels good to save the day on a project. Rescue & Recovery Sun, 09 Nov 2014 17:32:00 GMT https://www.projectsmart.co.uk/the-four-stages-of-recovering-a-project.php Every project manager potentially faces countless mistakes that affect projects, cause delays and, in some cases, contribute to complete project failure. In this article, I take a back-to-basics look at why so many organisations run projects poorly. I also offer solutions to tighten up the PM process. Here are 12 common mistakes in project management-and how you can avoid them. Best Practice Sat, 08 Nov 2014 19:05:00 GMT https://www.projectsmart.co.uk/how-to-avoid-12-common-mistakes-in-project-management.php I think best practices - as they pertain to project management - can be just about anything that makes sense, gets the job done efficiently, keeps your projects on track, and your customers happy. That said, not everything applies. Giving each customer Starbucks gift cards is a nice gesture, but doesn't really fall under "best practices." Pure and simple, there are some fundamental concepts on how to best proceed on an activity. Best Practice Sat, 01 Nov 2014 11:04:00 GMT https://www.projectsmart.co.uk/what-do-best-practices-mean-to-you.php In Part 1 of this two-part series, we looked at the first two of what I consider to be the four main reasons that project deadlines are usually missed. I welcome your input. There are nearly limitless reasons project deadlines are missed. I'm sure you have lots of experiences to share. I'm generalising here to keep this series from becoming an actual book, but let's share and discuss as well. Rescue & Recovery Sat, 18 Oct 2014 19:16:00 GMT https://www.projectsmart.co.uk/4-reasons-for-missed-project-deadlines-and-how-to-get-back-on-track-part-2.php Have you ever managed the perfect project? One where you've not missed one single deadline along the way? How about a project that went through its entire lifecycle without moving a milestone or sliding a few tasks or phases here and there? Not likely. The concept of being able to deliver everything - and I mean everything - on time on any given project is fairly fictional. Staying exactly on track is almost never in the cards. Rescue & Recovery Sun, 12 Oct 2014 14:50:00 GMT https://www.projectsmart.co.uk/4-reasons-for-missed-project-deadlines-and-how-to-get-back-on-track-part-1.php In Part 1 of this two-part series, we began looking at how project commitment, especially among your project team members, can significantly impact-and increase-your likelihood of a successful project rollout and end. Now let's consider two more factors that breed commitment and contribute to project success, full team participation and a project leader who delegates and shares control. Team Building Mon, 06 Oct 2014 19:02:00 GMT https://www.projectsmart.co.uk/project-commitment=project-success-part-2.php More than 50% of all projects already fail - there's no need to increase that percentage by failing to include the full project team in ownership of the project's overall mission. Every project needs a strong leader to have a decent chance of success. An organised leader running a well-planned project is much more likely to achieve project success and customer satisfaction than an indecisive, inexperienced project leader. Team Building Sun, 05 Oct 2014 16:18:00 GMT https://www.projectsmart.co.uk/project-commitment=project-success-part-1.php Problems come in all shapes and sizes on projects. From personnel issues to coding errors to clients who are just never satisfied, problems can derail and delay projects from the very beginning of the initiation phase. Regardless of what the problem is, when it happens on a project, the project manager needs to take care of it. Role of the Project Manager Sat, 04 Oct 2014 16:29:00 GMT https://www.projectsmart.co.uk/dealing-with-problems-on-the-project.php Project management as a profession has been with us for years. Over those years, it has changed and adapted to fulfil the demand for products and services that deliver customer value. These six trends keep the profession alive and well. They shape the project management profession today and are likely to continue shaping it in the foreseeable future. Miscellaneous Sat, 27 Sep 2014 14:09:00 GMT https://www.projectsmart.co.uk/the-six-project-management-trends-you-need-to-know.php Projects fail for many reasons, but I believe that the hardest one to handle and to dig out from is the one that is heading for financial ruin. As a project manager, you can gain time-sometimes just because your customer is slow to respond with approvals and so on, which happens all the time-but it's challenging to gain dollars. Here in part two of the article, I will examine the final three steps to turning around a financially failing project. Cost Management Wed, 24 Sep 2014 18:58:00 GMT https://www.projectsmart.co.uk/6-steps-to-turning-around-a-financially-failing-project-part-2.php There are many ways our projects can take a turn for the worse. We can miss crucial requirements early on, leaving us to duke it out with the customer over who is responsible for the oversight. Processes can take much longer than anticipated, throwing our timeline way off schedule. We can have our project team poached by other "more critical" projects that need a particular skill set right now-the list can go on and on. Cost Management Sun, 21 Sep 2014 20:18:00 GMT https://www.projectsmart.co.uk/6-steps-to-turning-around-a-financially-failing-project-part-1.php Last night my six-year-old daughter was working on the whole love and marriage concept because our older daughter was recently married. She was afraid her mother and I were going to get married and move away too. I saw then that she didn't have a grasp of some of the basic family dynamics. It was fun explaining them to her and with knowledge came understanding. While challenging in a different way, mentoring new project managers as they learn is interesting and rewarding. Training Fri, 12 Sep 2014 10:38:00 GMT https://www.projectsmart.co.uk/spreading-the-pm-knowledge.php Project management theory and reality are quite different. There is no one method or approach that guarantees success. Each project must be set up and managed on a case-by-case basis. The basic project management framework and process steps hold true: starting with project initiation and then planning, monitoring, control, and then ending in closure. How you deal with each of these phases and what you do during each phase needs careful consideration for every project. Lifecycle & Methodology Thu, 11 Sep 2014 19:24:00 GMT https://www.projectsmart.co.uk/forget-the-cookie-cutter-approach-to-project-management.php One of the joys of working on projects is that you will never grow bored. All projects are different, and each has its own issues and unexpected occurrences. Even if the exact same system is implemented a second time, the project will be different: the customer will have different ideas, the technology will have changed or the project team members will have different ideas about the system. Whatever the project is, the project manager should always be prepared for the unexpected on a project. Role of the Project Manager Wed, 10 Sep 2014 18:43:00 GMT https://www.projectsmart.co.uk/being-prepared-for-the-unexpected.php It's said that every project is unique; however, the underlying causes of project failure are usually the same. When you know what these causes are, you can minimise the chances of problems and increase your likelihood of success. What should you do when faced with poor initiation, weak control, lack of staffing, risks, issues and unrealistic expectations? The following are five common problem areas and possible solutions. Role of the Project Manager Sat, 30 Aug 2014 13:22:00 GMT https://www.projectsmart.co.uk/avoiding-project-failure-its-not-rocket-science.php Brad Egeland continues his look at being all we can be as project managers to help ensure customer satisfaction and enhance our career prospects. Customer satisfaction is critical to our success, even when things may seem beyond our control. How well do you communicate with the project team? Are you proactive in removing roadblocks? Do you keep executives out of the project? Just three areas we can and should focus on. Role of the Project Manager Mon, 25 Aug 2014 10:03:00 GMT https://www.projectsmart.co.uk/giving-proper-pm-oversight-on-the-project-part-2.php Customer satisfaction. It is the basis for what we do as project managers. If a customer isn't happy with the engagement, there isn't any amount of profit we can make or timeline we can beat that will make the project a full success. Customer satisfaction is critical. In my opinion, it is more important than any other project success determiner. I'd like to take this opportunity to discuss the topic of customer satisfaction. Role of the Project Manager Wed, 20 Aug 2014 20:04:00 GMT https://www.projectsmart.co.uk/giving-proper-pm-oversight-on-the-project-part-1.php In Part 1 of this series, I began my list of five areas to touch on to ensure you are delivering value to your project customers. We can all go through the motions, so to speak. But to go that extra mile, embrace best practices, add value and keep your customers coming back for more, you will need to be creative and dedicated. Let's look at the next three areas on my personal list of five best practices to use on every project... Best Practice Sun, 10 Aug 2014 17:23:00 GMT https://www.projectsmart.co.uk/5-best-practices-for-effective-project-management-part-2.php While leading our projects, we like to make sure we are doing so to the best of our abilities, helping our project team gain responsibility and experience, and keeping our project customer engaged. Sticking to overall project management best practices is what we strive for - or at least should be striving for - on every project. Best Practice Sat, 09 Aug 2014 16:25:00 GMT https://www.projectsmart.co.uk/5-best-practices-for-effective-project-management-part-1.php Without a doubt, customer relations is important to our business. Regardless of whether we are independent consultants, work for a startup, or work for an established large corporation, the ways in which we interact with customers are of primary importance. Our customers' approval rating of us (however official or unofficial that may be) is very important to our ability to conduct ongoing business with them, to receive good referrals from them, and possibly even to maintain a good reputation in our industry. Stakeholder Management Sun, 03 Aug 2014 19:00:00 GMT https://www.projectsmart.co.uk/three-steps-to-better-customer-relations.php As a business partner, it is your responsibility to work closely with the business to help them understand the approach that will be taken for their project, the amount of work needed, and the complexity of that work. They do not need to understand every detail, but they do need to appreciate the effort and skills required to complete any given task. So, what are the qualities needed for successful business partnering? Miscellaneous Sat, 02 Aug 2014 13:33:00 GMT https://www.projectsmart.co.uk/10-qualities-of-successful-business-partners.php Being able to document lessons learned after a project is complete (or even in the middle of it) is one of the biggest responsibilities a project manager has on a project. If one does not understand the mistakes of past projects, then one is doomed to repeat them over and over. In this role, the project manager becomes part historian and part archivist. Lessons learned can be helpful on any project, but first, they must be documented correctly. Lessons Learned Sun, 27 Jul 2014 12:35:00 GMT https://www.projectsmart.co.uk/documenting-lessons-learned-what-have-you-learned.php Starting a project with a clean slate, for me, is far more desirable than taking over an ongoing project and being forced to take over where another project manager has screwed things up and was removed from. You can save the day, yes, but you may also be walking into an irreversible mess. At the very least, you may be taking over a project schedule that makes no sense to you, or to anyone for that matter. Scheduling Sat, 26 Jul 2014 10:59:00 GMT https://www.projectsmart.co.uk/the-paralysis-of-getting-the-project-started.php In Part 1 of this two-part series, we discussed keeping top management informed of your project's status by considering the PM or PMO infrastructure as well as if and why they would need to be informed. We will continue this discussion by considering what to report to them - without overloading them with unnecessary information (thus doing more harm than good) - and how often they should receive it. Role of the Project Manager Sat, 19 Jul 2014 10:41:00 GMT https://www.projectsmart.co.uk/keeping-top-management-informed-part-2.php It's a given - or it should be - that we keep our project clients and team well informed of project status, issues and next steps throughout the engagement. The status report and revised project schedule should be what drive the project on a weekly, if not daily, basis. What about the rest of the stakeholders? What about those at the top of our own organisation who may not know that much about our individual projects, but certainly care about their outcomes. On the very high visibility, or mission critical, or high-dollar projects, they probably care very much about the outcome of these projects. Role of the Project Manager Sun, 13 Jul 2014 15:26:00 GMT https://www.projectsmart.co.uk/keeping-top-management-informed-part-1.php When starting a project, it is difficult to know how much it will cost. Project managers are held to account for their budget estimates and with so much uncertainty in projects, it can be one of the project managers' greatest challenges. Creating an accurate budget can be a daunting task, especially for new project managers; however, once you have created your first budget, you will have an approach to use and it will become easier for future projects. Cost Management Fri, 11 Jul 2014 10:39:00 GMT https://www.projectsmart.co.uk/creating-a-project-budget-what-you-need-to-know.php Part 3 of Brad Egeland's 'Ten Key Project Issues to Avoid' looks at how to handle poor communications with senior management; helping your team control the schedule, and making time for proper project oversight when you are heavily committed to other tasks and supervisory duties. Many issues can hit our projects, but these are ten of the most common ones, often seen and certainly getting in the way of project success. Role of the Project Manager Sat, 21 Jun 2014 10:30:00 GMT https://www.projectsmart.co.uk/ten-key-project-issues-to-avoid-part-3.php Avoiding the icebergs of project management is never easy, but avoid them we must, before they sink our projects. Here are three important areas or issues that need to be avoided or, at least, mitigated. Keep them in mind and think about how they might affect your projects. If you contemplate these suggestions, you will discover new insights that may lead to greater project success. Role of the Project Manager Wed, 18 Jun 2014 19:16:00 GMT https://www.projectsmart.co.uk/ten-key-project-issues-to-avoid-part-2.php No matter how hard we try, no matter how well prepared we are, there are still "icebergs" out there waiting to sink our projects. All the planning, all the risk management, and all the issue tracking won't make all of these avoidable or make all of them disappear. The key is to always be observant, always be prepared, and take nothing for granted. Whether it's been going smoothly in your project or you've been hitting turbulence, there can always be something coming around the corner that you will need to react to. Role of the Project Manager Sat, 14 Jun 2014 09:31:00 GMT https://www.projectsmart.co.uk/ten-key-project-issues-to-avoid-part-1.php Deadlines are ever present in project management, which does not mean that the team working on the project can deal with those deadlines very easily. Perhaps there are new people on the project who are not used to working in a deadline-oriented environment, or perhaps there are people on the project who have never been able to meet deadlines successfully. The following concepts will help the team deal with their deadlines. Role of the Project Manager Sun, 08 Jun 2014 15:14:00 GMT https://www.projectsmart.co.uk/teaching-your-team-to-deal-with-deadlines.php In Part 1 of this two-part series on managing risk factors, we began by looking at a high-level view of the risk management process by discussing risk avoidance and risk mitigation. Let's now turn our attention to some outside factors that can introduce risks to our project engagements and how we might work to handle those. Risk Management Sat, 07 Jun 2014 14:09:00 GMT https://www.projectsmart.co.uk/managing-the-risk-factor-part-2.php No project in the history of managed projects has entered into existence without the presence of at least a few risks. The assigned project manager may have missed them or ignored them, but the risks were present. It can either be a long, painful process for very large and complex projects or just a 15-minute brainstorming session for short-term small projects, but the process of risk analysis and management needs to happen - must happen, no matter how badly we want to skip over it. Risk Management Sat, 31 May 2014 18:50:00 GMT https://www.projectsmart.co.uk/managing-the-risk-factor-part-1.php Coaching helps people develop and become better at what they do. The coach and coachee should look at what needs to change to help the coachee improve their performance. Do this by examining the current reality and understanding the starting point. Are they missing anything? What will they benefit from in terms of skills and training? Role of the Project Manager Sat, 24 May 2014 08:20:00 GMT https://www.projectsmart.co.uk/better-coaching-using-the-grow-model.php Leadership isn't easy...there isn't a manual written about it and not everyone is cut out for the role. But this list covers many of the things that are expected of project leaders, and, by fulfilling most or all of these, you will definitely be managing your project, team, and customer well and find yourself on the path to project success. Role of the Project Manager Sun, 18 May 2014 18:24:00 GMT https://www.projectsmart.co.uk/what-it-takes-to-lead-part-2.php What does it really mean to "lead"? Well, if you've ever led a large project, you know that project leaders do a lot more than plan, organise, control, coordinate, and budget. While such activities are important and must be done, project leadership goes beyond those functions. In other words, leadership involves more than being logical, analytical, and sequential - that is, it's more than simply applying the thought processes originating in the left side of the brain. Role of the Project Manager Wed, 14 May 2014 20:14:00 GMT https://www.projectsmart.co.uk/what-it-takes-to-lead-part-1.php Meetings are the lifeblood of a project. Whether they are held in person or virtually, there is no better way to communicate and make decisions. There are times, though, when short, regular meetings will not take care of everything, and there will be the need for a summit. Preparing for and leading these types of meetings are different from facilitating regularly scheduled meetings. The project manager will need to do more homework and prep work to lead a summit meeting. Role of the Project Manager Mon, 12 May 2014 12:02:00 GMT https://www.projectsmart.co.uk/facilitating-a-summit.php Over the years, IT project management has gained a reputation for failure, with many high-profile projects being abandoned mid-stream, costing millions or even billions of pounds. The Standish Group has identified 10 areas in their Chaos Manifesto 2013, which looked at 50,000 projects since 2002. We can focus on these areas to understand how we can improve IT project performance. Best Practice Mon, 05 May 2014 11:04:00 GMT https://www.projectsmart.co.uk/cutting-through-the-chaos.php Teams, not individuals deliver projects. As a project manager you are like the conductor of an orchestra, you must bring all aspects of the project together to produce a successful performance and result. However, what happens if the people on your project team do not have the full range of skills and expertise needed? This is where coaching plays a part. Role of the Project Manager Fri, 18 Apr 2014 08:33:00 GMT https://www.projectsmart.co.uk/why-project-managers-should-coach-2.php Most project managers add incredible value to the engagement. I, personally, could not imagine a project run without that kind of leadership. In my mind, it would be a disorganised mess. I hope that most of the clients that I have run projects for would agree with this statement. However, what happens when you have those customers who, for whatever reason, aren't fond of project managers? Role of the Project Manager Fri, 11 Apr 2014 19:47:00 GMT https://www.projectsmart.co.uk/when-project-management-is-a-four-letter-word.php In Part 1 of this two-part series on running highly effective and productive project meetings, we discussed the first three of my seven key concepts. Those included creating an agenda, starting and finishing on time, and ending a meeting when it is done. Now let's look at the final four key concepts for highly productive project meetings. Role of the Project Manager Sat, 22 Mar 2014 18:50:00 GMT https://www.projectsmart.co.uk/how-to-run-the-most-productive-project-meetings-possible-part-2.php No one wants to be one of those people. You know who I'm talking about - the time-wasters who seem to call meetings just to hear themselves talk out loud; like a committee trying to form another committee. And if you are like me - one who hates the long-winded chitchat at the water cooler - then you aren't a fan of these types of meetings either. Role of the Project Manager Wed, 19 Mar 2014 17:13:00 GMT https://www.projectsmart.co.uk/how-to-run-the-most-productive-project-meetings-possible-part-1.php This is a big one. Project managers have a lot of responsibility, a lot of power, a lot of clout, and a lot of control on any given project. At least, they should, and hopefully, they do in project management infrastructures that are properly set up and have the right idea about allowing their project managers the freedom to do their jobs well. Role of the Project Manager Sat, 15 Mar 2014 11:55:00 GMT https://www.projectsmart.co.uk/praise-loud-blame-soft.php By definition, every project has a finish date. How the project manager arrives at that date and how the project team comes to terms with the finish date can vary wildly from project to project. Nothing has more impact on the project team than the finish date, and there is nothing that can create more stress on the people actually doing the work than a finish date that is not understood and accepted by everyone. Scheduling Sat, 08 Mar 2014 10:10:00 GMT https://www.projectsmart.co.uk/coming-to-terms-with-the-finish-date.php What's the difference between the PMP and PRINCE2 certifications? Which one should I choose? Which one's better for my career? Well, there are a lot of questions like this; after all, being certified seems more and more important these days. I'm going to provide you with as much information as I can, in this comparison, hoping you can make a more educated decision. PMBOK & PMP Sun, 23 Feb 2014 19:48:00 GMT https://www.projectsmart.co.uk/pmp-vs-prince2-certificates.php In Part 1 of this two-part series on periodically checking project health and performance perception, we discussed the concept of not neglecting your key stakeholders. It is important to stay in tune with the way your customers think the project is progressing, and it is also important to check in with your project team on the same topic. Both have important viewpoints, and both may have very valid reasons to share why they think the project needs corrective action. Communications Management Sat, 22 Feb 2014 17:13:00 GMT https://www.projectsmart.co.uk/how-is-the-project-going-part-2.php You know the feeling...you're cruising along and thinking your performance - perhaps even the entire team's performance on a project - is exactly what the customer expects, and then, BAM!...you find out that this just isn't the case. In the most surprising moment of my career, I thought I was meeting with my manager to get a long-awaited promotion and increase in pay when, in fact, I was being let go because the company was struggling. So, maybe I'm not always the most intuitive person... Communications Management Wed, 19 Feb 2014 21:26:00 GMT https://www.projectsmart.co.uk/how-is-the-project-going-part-1.php It's nice to have a smooth, well-run project to manage, oversee the team, interact with the project manager and put on autopilot from time to time because everything is going so well. But, how can you keep the project from getting mundane. Going through the motions (even if the project is going very well) can be a bad thing as it can lull the project team, customer and others involved into a false sense of security. Team Building Fri, 14 Feb 2014 19:34:00 GMT https://www.projectsmart.co.uk/shaking-things-up-on-the-project.php When it comes to approaching stakeholders with your message about the project, there are many different paths you can take to get your message to the right person. How you approach the stakeholders can be just as important as what the message is. Determining your strategy and your methods beforehand is essential; not having a strategy at all is a recipe for chaos and disorder. Stakeholder Management Mon, 10 Feb 2014 20:13:00 GMT https://www.projectsmart.co.uk/three-paths-to-approaching-stakeholders.php The Work Breakdown Structure, usually shortened to WBS, is a tool project managers use to break projects down into manageable pieces. It is the start of the planning process and is often called the 'foundation' of project planning. Most project professionals recognise the importance and benefits of a WBS in out performing projects without one. Work Breakdown Structure Sun, 09 Feb 2014 17:49:00 GMT https://www.projectsmart.co.uk/work-breakdown-structure-101.php Change request! Change order! Customers generally don't like to hear either of those terms used. Nearly every project needs them for some reason or another. Still, it can sometimes feel like you're a teenager asking your parents for money and you're trying to figure out the best way to get it out of them. The process can make even the most experienced project managers uncomfortable. Change Management Mon, 03 Feb 2014 20:23:00 GMT https://www.projectsmart.co.uk/change-orders-are-a-four-letter-word.php In Part 1 of this two part series on delivering less than favourable project news to the client, we examined the first two steps of my personal four-step process of preparing for and delivering bad news to my project client. Unfortunately, I've had to do this before...on multiple occasions..and it's never fun. Now let's look at the final two steps of my process. Communications Management Sat, 25 Jan 2014 12:36:00 GMT https://www.projectsmart.co.uk/delivering-the-tough-news-part-2.php Have you ever had to deliver tough news to a customer on a project? We always want to be seen in a favourable light by the customer - telling them something very negative can definitely taint their view of us as project managers. We may only be the messenger and may have played no part in creating the negative situation that we are reporting on, but it's still not a fun situation to be in no matter what. Communications Management Sun, 19 Jan 2014 16:02:00 GMT https://www.projectsmart.co.uk/delivering-the-tough-news-part-1.php Every project carries some element of risk. Being able to deal effectively with these risks can be what makes or breaks a project in the end. The result of all risk management should be the ability to track a risk from beginning to end. Whether a project uses a formal risk process with automated tools or just a shared Excel file on a common drive, the risks must be tracked very carefully by the project management team. Risk Management Sat, 18 Jan 2014 16:24:00 GMT https://www.projectsmart.co.uk/tracking-a-risk.php Proactive. What does it mean to you? A check into its definition reveals this: "creating or controlling a situation by causing something to happen rather than responding to it after it has happened." What I would like to discuss here is ways we can be proactive on the projects we are managing and, thus, remain more in control of them, rather than always being in reactive mode to the issues that arise and threaten to knock us off course. Role of the Project Manager Mon, 13 Jan 2014 20:29:00 GMT https://www.projectsmart.co.uk/the-proactive-project-manager.php In order to get stakeholders or management to approve your project, you will need to build a business case to demonstrate why the project is needed and what the benefits of the project will be when it is finished. The reasons and benefits of your project may seem perfectly obvious to you and others who are intimately involved with it, but to stakeholders and other decision makers it may not be so obvious. Business Case Sun, 12 Jan 2014 15:22:00 GMT https://www.projectsmart.co.uk/building-a-business-case-for-your-project.php In Part 1 of this two part series on ensuring accountability on your projects, we examined the first two entities covering: the project team and the project customer. It's a given that their readiness, ongoing involvement and accountability is absolutely critical to the success of our projects. We obviously can't make it all happen on our own...not even close. However, the team and customer are not the only important ingredients. Role of the Project Manager Thu, 02 Jan 2014 17:06:00 GMT https://www.projectsmart.co.uk/ensuring-accountability-on-your-projects-part-2.php