Most career training focuses on routines instead of exceptions. Yet, many stakeholders and project sponsors often ask for favors and considerations. Keeping procedures consistent is a best practice of project management that keeps projects fair and relationships strong.
Monitoring and Controlling the Project
In PMBOK’s phases of project management, the third phase (Execution) and the fourth phase (Monitoring and Controlling) often feel as though they are one and the same. But, make no mistake – they are not, no matter what methodology you are using.
Although, they are tied extremely close together. In fact, it’s sometimes necessary when you reach Phase four to return to Phase two and begin planning again. However, it’s probably more realistic to look at phase three and four this way:
In Phase three, you execute your original project plan. But, it’s pretty rare that all of your project tasks are happening simultaneously. So, it’s quite possible that while you’re executing Task 2 (Phase 3), you’re monitoring Task 1 (Phase 4) to make sure the work is going according to the project plan (Phase 2).
Instead of hiding behind so-called productivity tools, effective project managers use time during the early phases of the project cycle to figure out which software packages and strategic tools are right for a specific team or project.
The project cycle model offers a clear framework for taking any initiative from idea to finished product. Yet, in many organizations, leaders insist on jumping right in to development and production. The best practices of project management professionals include following and championing this model.
It’s tempting for project sponsors and stakeholders to be vague about requests and directions. Strong project managers demonstrate best practices by communicating clearly to their own team members while getting clarity from other members of project groups.
Engineering Environments are often described as a boy toy for System Operators or as a tool to legitimate decisions that don’t have any real background. Another saying is, that EE’s are only for big players, not for small companies. This article describes the idea of EE’s as a useful strategy tool.
Powerful computers and fast shipping processes revolutionize the project management professions from the 1970s through today.
Earned Value Management compares actual performance to planned performances; however, it does have limitations. Determine in advance how you plan to use this tool to advance your project and relay information so you are not wasting essential time over analyzing the chart.
This article explains the critical path and how to work with it while managing a project.