Templates are designed to give us direction, confidence, quality, consistency and save us time. They are checklists. We simply fill in the blanks. Importantly, templates are not straitjackets, but to be useful their format needs to be controlled, otherwise continual local amendments will soon diminish their value. The “owner” of the templates who safeguards their integrity and to whom suggested amendments are made for their improvement, could be the PMO if one is established, otherwise a functional manager might get the job – not necessarily the IT manager.
Some common templates are here for your use, although they may need some modification to better suit your particular needs.
Many projects declared successful, never deliver all the benefits predicted by their enthusiastic champions. Benefits may have been oversold to get projects approved. Such projects waste resources and deny better propositions the light of day. Sometimes too, different projects claim the same benefits. And some projects chug on with no prospect of realising any benefits, ‘justified’ by sunk costs or the wish to avoid the embarrassment of cancellation. But mostly, post-project product or service benefits are not formally assessed. Yet benefits are the rationale for undertaking any project. Thus, project managers may need to take closer interest in anticipated project benefits and risks to these benefits.
While it is generally accepted that the prime role of project managers is to deliver their projects to ensure scope, time, cost and quality objectives are satisfied and that risks to these objectives are properly … Read More »
Risk management is one of today’s hottest topics. Most industries are now highly competitive and the project management mantra is faster, cheaper, better. With these pressures comes risk.
Good risk management or poor risk management can mean the difference between project success and project failure. Good risk management allows us to respond proactively to risk and also allows us to react better to those risks that do occur – issues.
Experience has shown that risk management must be of critical concern to all project managers, as unmanaged or unmitigated risks are a primary cause of project failure. Unfortunately, many managers and project managers believe risk management to be too difficult, too time consuming, or even too complicated to perform. However, such concerns are unfounded and there is no doubt that successful risk management will greatly add to the probability of project success.
The … Read More »
Another writing project still in the conception phase is “PRINCESS.” This book will explore the human side of project management and will be an unofficial Kiwi companion for the somewhat brutal and overwhelming UK process-heavy PRINCE2 methodology currently favoured by our central government. PRINCESS will explore the softer yet vital topics of leadership, communication, team-building, negotiation, motivation, delegation, feedback (giving and getting) and performance management, personal productivity and time management, managing meetings, presentation skills, networking, interviewing, coaching, mentoring, dealing with stress (yours and other’s), conflict management and so on, all of which PRINCE2 publications neglect. I think we know that once the technical processes of PRINCE2 have been mastered, it’s always the people what makes the difference.
Of these many capabilities, I’m sure we would list “leadership” first, which in the project situation means removing obstacles to the team’s excellent performance. This … Read More »