In project management lingo the noun ‘issue’ is a risk that has now become a reality. We may or may not have identified the issue when it was a risk or potential issue, and may or may not have implemented some risk response measure. So a project issue may be a risk that has not been fully mitigated and which now threatens project success. And of course a project issue may not have been foreseen at all – perhaps a key project team member has suddenly and unexpectedly left the project. That’s an issue.
Some practitioners argue that all issues are problems, but not all problems are issues. The distinction that is sometimes made in the project management world is that ‘problems’ can be resolved at project management level, whereas ‘issues’ are those problems that need to be … Read More »
As an NZIM Diploma in Project Management (DPM) student, during the programme you are required to submit the following four assignments based on an actual project that you undertake outside the four two-day periods of classroom tuition:
Assignment One. To prepare a Project Charter, which is a written contract that sets out the project purpose, goal, parameters and other factors that once approved authorises the project manager to then plan the project execution in detail. To be submitted at the start of Module Two.
Assignment Two. To prepare a Project Plan that details how the project is to be undertaken, showing responsibilities, budgets, schedules, risk management measures and other information needed to ensure the effective and efficient implementation of the project. To be submitted at the start of Module Three.
Assignment Three. To maintain a dossier of project execution documentation, which includes progress … Read More »
As project managers it falls upon us to bring different personality types together into a coherent and functioning project team. We can be likened to conductors who ensure members of our orchestra work in harmony to create the music. However, each personality type requires a different approach. For example, we will not get our point across properly if we’re too direct and overly data-oriented with a touchy-feely type person. By the same token, we would not want to be too touchy-feely with a no-nonsense type person. If a person or team is too analytical, there will be little creativity. If a person or team is too sensitive, compromises will proliferate and fewer decisions will be made with confidence.
We project managers can benefit from knowing our fellow team members’ personalities and how each team member best works, so … Read More »
Project success can be difficult to define and may not be evident until sometime after project completion and during the life of the deliverable when the benefits that justified the investment are realised, not realised, or sometimes even exceeded. Thus, project success is multi-level concept:
The project was a success if it produced something – anything.
The project was a success if it delivers all or most of what it said it would, regardless of schedule or budget performance.
The project was a success if it delivers what it said it would, on schedule and/or within the agreed budget.
The project was a success if it delivers what it said it would, on schedule, within the agreed budget and to specified standards of quality.
The project was a success if it delivers on all project objectives and the deliverables produce the desired outcomes.
The project was a success … Read More »
All projects possess risk that needs to be managed. The most important step in any project risk management process is to identify these risks. Project risk identification is done in two parts:
Look for risks that are inherent to our project based on its general characteristics.
After we identify inherent risks, we look for risks that are specific to our project.
Most project managers would agree that large projects are generally riskier than small ones, having an inexperienced project manager and team is riskier than having an experienced project manager and team, and using new technology introduces additional risk than does a project that uses proven technology.
The table below shows examples of “inherent” risks. They are risks that could be inherent in the nature of our project. In other words, these types of risks could be applicable to any project … Read More »
This item identifies the Project Management Institute’s (PMI) project knowledge areas and discusses the first step in the project planning process.
Following the sanctioning of a project proposition and the preparation and issue of an unambiguous Project Charter we project managers then need to plan the execution of our project to achieve the goal, as per objectives, constraints and other information given in the approved Project Charter, which remains our authority and reference point throughout the project life cycle. The resultant Project Plan is a formal, approved document used to guide project execution. It’s a road map that shows how to initiate, sustain and terminate our project. It records planning assumptions and decisions, reduces uncertainty, facilitates communication among stakeholders, and documents approved scope, cost, and schedule baselines. We project managers create the Project Plan to comply with the information given in … Read More »