The following is adapted from The Irreverent Guide to Project Management.
It may seem that when a project is at an end, the work of a project manager is done.
Well, not quite…
The following is adapted from The Irreverent Guide to Project Management.
It may seem that when a project is at an end, the work of a project manager is done.
Well, not quite…
The following is adapted from The Irreverent Guide to Project Management.
Some organizations believe that developing a charter is a waste of time and would rather begin by developing a work plan. This is a terrible idea! Skipping the charter and jumping straight to a work plan will put the project definition in the hands of the team members, and they will only be basing their work off what they assume the project owner and executive stakeholders want.
The following is adapted from The Irreverent Guide to Project Management.
When you’re starting a new project or tackling a new task, a Work Plan is indispensable. This plan can help you gauge what needs to be done, how much work each step is going to take, and which tasks are assigned to which team members.
Of course, there are a lot of variables, contingencies, and problems that can disrupt that Work Plan, and at the outset of a project, it can be difficult to tell how long work is going to take. Team members often feel uncomfortable about providing estimates of how long they will need to complete their designated tasks. That’s a totally understandable feeling, but that reluctance can get in the way of progress.
That’s where the SWAG—or, Scientific Wild-Ass Guess—comes in. Of course, some guesses are better than others, so I will provide some tips on how you can make your SWAG lean more towards the science side than to wild-assery. That said, no matter how accurate the guess ends up being, a SWAG will move your project forward every time.
No one plans to be a Project Manager when they grow up. Many people gravitate to Project Management as an entry into software development, or more vaguely, “Tech” or “IT.” Project Management is what you do if you’re not an Engineer. Or a Designer. Or QA. Or any of the many positions that are viewed as a “value-add.” A needle mover.
The following is adapted from It’s Never Just Business.
I don’t know anyone who gets excited when the topic of accountability comes up.
Most of us see it as a chore, a burden, or a necessary evil because we start out lives with a negative perception of accountability. When we are toddlers, our parents set boundaries to keep us alive. However, as toddlers, we can’t possibly see those boundaries as anything other than a punishment. We want to do something, and they won’t let us! So, we keep pushing, and the third time I try to put my hand on the hot stove, my dad smacks it in an attempt to deter any further exploration.
I don’t know a single IT executive that feels their teams are driving change fast enough to support the promises being made by their Sales and Marketing teams. According to DXC, 52% of Fortune 500 companies have disappeared since 2000. And, according to research performed by Michael Gale co-author of “The Digital Helix,” 84% of the Forbes Global 2000 have failed in some way at Digital Transformation and more than 50% failed completely.