Punch lists are an important part of the project execution process. Closing the loop on these final tasks helps to ensure that your stakeholders are satisfied with your initiative’s outcome. Completing punch list items is also key to delivering the full value everyone expects from the project. However, between the volume of activities occurring in…
Project Management Lists
5 Signs Your Project Might Be Unrealistic
January 9, 2020 by
An unrealistic project can happen to anyone. It’s one thing to put together a project plan that makes sponsors happy and has a good chance of being approved. It’s something else entirely to craft a plan that’s realistic and workable. Project managers are sometimes left to perform a delicate balancing act as they strive to…
5 Ways Project Teams Complicate Resource Management
September 17, 2018 by
Resource management continues to be a tricky concept for a lot of companies. Problems can spring from all sorts of areas and project teams not only need to look ahead and anticipate where conflicts might exist throughout the entire project lifecycle, they also must be ready to quickly tackle any resource shortages or other issues…
3 Tips to Master New Types of Projects
December 28, 2017 by
Most project teams have a standard repertoire of projects they execute on a regular basis. With a few variations here and there, your routine may consistent mostly of developing new software or retooling manufacturing processes. But companies occasionally encounter firsts—bringing their debut product to market, for example, or adding a function they haven’t supported before.
Project Ignorance Is Not Bliss | PMAlliance Project Management Blog
July 11, 2017 by
In the early phases of project planning, there are many things the Project Team doesn’t know. But as the process gets underway, the team needs to make it their mission to ensure they get the information they need to understand where risks exist, to determine the most efficient and effective scope and timeline, and to make the best decisions as they move forward. If the data being used by the Project Team is incomplete or inaccurate, the project could go over budget or even fail to achieve its goals.
7 THINGS THAT CAN KILL YOUR BUDGET
April 29, 2013 by
Project management professionals are highly attuned to budget obligations—nearly everything they do is with an eye toward meeting budget objectives while adding value at every opportunity. But with all of the other tasks under the umbrella of the Project Team, there are some common practices that often wreak havoc with project budgets. 1 – Not…
Tips For Sharing Bad News with Stakeholders
January 6, 2012 by
Dear Stakeholders: We have a problem. If you dread communicating project glitches to customers, take heart—telling folks your project is facing issues is rarely a fun task, but we have some suggestions on how (and why) to get bad news out in the open.
Intelligence Gathering: Determining End User Needs
February 11, 2011 by
Part of preparing any project for success is pulling together accurate and complete information about objectives, deliverables, and expectations. Gathering this data as it relates to end user requirements can sometimes be tricky—conflicting opinions, competing priorities, lack of big picture awareness, and little or no influence over final budget approval can all hamper your efforts….
4 “Small Project” Mistakes to Avoid
July 28, 2010 by
It’s common to assume that small projects are simple and easy—until you try to do one. Small projects can be just as complex as their larger counterparts, and even seasoned project management consulting pros sometimes mishandle them. Improve your project management skills by learning to recognize and avoid these common “small project” mistakes.
6 Project Management Mistakes Every Company Makes
July 20, 2010 by
Trace just about every project management war story back to its inception, and you’re almost sure to find one of the following six all-too-common mistakes. 1 – Not enough money. Budget and scope are related; it’s as simple as that. If funds are lacking, then the scope must be scaled back accordingly. Piggybacking on another…
