The Project Management Institute’s (PMI) Project Management Body of Knowledge (PMBOK) uses the concept of Project Performance Domains to focus on a holistic view of project performance and outcomes. Eight performance domains provide a comprehensive framework for managing a project from start to finish, and are designed to be adaptable to any project type or … [Read more...]
By definition, most of the world is average. In today's fast-paced, ever-evolving business landscape, mediocrity often seems to dominate. From corporate cultures that settle for "good enough" to teams that lack motivation and drive, achieving high performance in project management can be a challenge akin to climbing a mountain without hiking boots. Yet, it is … [Read more...]
One of the most important jobs of the project manager is that of project resource management. Like a carpenter using a saw, like a pilot landing an airplane, like a programmer writing code, ask any project manager and they will tell you that managing the project resources is the day to day work they spend most of their time on. Project resources include everything … [Read more...]
You've probably been there. A project manager gets a weekly report that shows the project's time and expenses, and it's a little too high. The project hasn't advanced as far as its expenses have. Someone, somewhere has introduced inefficiencies that now need to be addressed. This is scope creep, the unauthorized inclusion of unplanned work into a project. Scope … [Read more...]
Your project team is the single biggest factor in the successful completion of your project. When everything is stripped away, a project is nothing more than teams of people doing some work, and the quality of the final products will only be as good as the people producing them. So how do determine who to pick for your project, and what can you do to ensure the people … [Read more...]
There's nothing more aggravating than cheering or the underdog and then watching the favorite team win with what seems like a complete stroke of luck. But ask anyone who has played a sport. The lucky bounces always seem to go to the better team. It seems to defy logic when a shot results in a lucky bounce that has very little to do with skill. You inspect and … [Read more...]
The project sponsor is a very important part of the project management organizational chart. In fact, every project has a sponsor. The project sponsor is one, and only one, level above the project manager. They do not manage the day to day operations of the project but they ensure the resources are in place, promote the project, and hold overall responsibility for the … [Read more...]
Projects span a huge spectrum from big to small, innovative to routine, and technical to repetitive. But there is, in fact, a standard project organization chart within which all projects fall. The project management model within the PMBOK, as well as other project management methodologies, define this standard structure. The project management organization chart … [Read more...]
Projects don't manage themselves. Professional project management requires the development of a plan that outlines how it will be managed. According to the Project Management Body of Knowledge (section 4.2), the project management plan fulfills this purpose. Although it includes any and all items that define the management of the project, there are certain … [Read more...]
Tacit knowledge is that which is not codified and transferable through written or oral language, for example personal experience. It is the opposite of explicit knowledge which is learned and can be repeated. Tacit knowledge is held by human beings; It is more difficult to obtain than explicit knowledge but has more value. Tacit knowledge is business … [Read more...]
