Project auditing is a formal type of “project review”, most often designed to evaluate the extent to which project management standards are being followed – that we are doing the right things, and doing things right. Project audits are rarely welcome and often contentious, but when done correctly, they offer unparalleled opportunity to uncover the issues, concerns and challenges encountered in the execution of our project. It affords us the project manager, project sponsor and project team an interim view of what has gone well and what needs to be improved with our project to successfully complete it. Such an audit is often triggered when:
Situations come do not give a clear picture of the happenings on a project.
Reports give a project manager the feeling that facts are being glossed over.
A doubt arises on whether the project deliverables are being achieved.
The … Read More »
We project managers need to be constantly on our toes to ensure that our project is on the right track. Monitoring includes all the efforts and activities to collect and analyse project performance data. Accurate and effective monitoring helps us stick to our timeline and identify and resolve problems early to ensure our project success. To help achieve this we typically use the following three-step controlling process:
Measure: Keep a strict vigil on progress against the project plan.
Evaluate: Determine the root causes of deviations from the plan.
Correct: Make appropriate corrections to address deviations.
Finding a good balance between monitoring too much or too little is often a challenge, especially if we’re new to project management. If we’re constantly checking our team or expecting them to report to us every day, it can feel like we’re micromanaging and don’t trust … Read More »
Professional relationships between us project managers (PMs) and our sponsors are organic – they are born, they grow, they mature, and ultimately they conclude. Importantly, we must clearly agree our respective roles and responsibilities at the start of the project and any changes to these as our project proceeds. The first thing that we might do is interview each other to assess each other’s skills, experience and philosophy. Our agreed roles and responsibilities may be included in the project charter and plan. Other than deciding our respective roles and responsibilities, two essential matters for us to clarify with our sponsor at this first meeting are:
Problem. What is the problem, opportunity or compliance issue that our project is to address? We want to clearly establish why the project exists.
Success. What would a successful project outcome be? We want to … Read More »
Failure to apply critical thinking can have a negative impact on our project. A logic fallacy is an incorrect argument in logic. A key element of critical thinking is being able to spot logical fallacies to reduce risk and enhance our ability to complete projects successfully. We project managers must be aware of common logic fallacies such as these:
Sunk Costs. “Sunk cost” is an economic term for any expenses that can no longer be recovered. Sometimes we might invest ourselves so thoroughly in a project that we’re reluctant to abandon it, even when it turns out to be fruitless and futile. It’s natural, and usually not a fallacy to want to carry on with something we find important, not least because of all the resources we’ve put into it. However, this kind of thinking becomes a fallacy when we continue … Read More »