You Can’t Afford a Project Manager on Your Project?

You Can’t Afford a Project Manager on Your Project?

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8 Bad Habits – Creating and Maintaining Your Project Schedule

8 Bad Habits – Creating and Maintaining Your Project Schedule

I have always believed that you can learn as much or more from challenges and problems on projects as you do from successes. It is amazing how much you as a project manager contribute to the project’s challenges (in a bad way). The project schedule is a good example of where a project manager can have the best intentions in the world, and yet they create a schedule that is difficult to understand and nearly impossible to maintain. The bad thing about a poorly constructed project schedule is that it is something you have to live with the entire project life cycle. I have been on more than one project where we decided it was best to have a “do over” on the schedule than continue to struggle along with the one we were using. There are a handful of traps that project managers fall into when creating a project schedule, either because at the time it seems like their approach is a “shortcut”, or they don’t understand the scheduling tool well enough to know any better. These bad habits make the schedule difficult keep up to date to reflect progress on the project, as well as changes in the work to be performed.

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Guía de Ética para Administradores de Proyecto

Guía de Ética para Administradores de Proyecto

Desde el blog de Cobalt Project Manager , propongo ahora la Guía de Ética para Administradores de Proyecto , de Ben Ferris . Ben empieza señalando que cuando se dirige un proyecto se deben tener muchas destrezas y habilidades. Pero es mu importante también ser ético. Y enlista tres aspectos que se deben considerar. Cuidar al Equipo Uno de sus grandes responsabilidades del Administrador de Proyecto es cuidar del equipo. En ocasiones es fácil y en otras no, pero es una tarea que simplemente no puede ignorarse.

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A Framework for Project Launch Decisions: To Go or Not to Go Live

A Framework for Project Launch Decisions: To Go or Not to Go Live

By Eileen Strider Although everyone knows that the Affordable Care Act (Obamacare) system was not ready for prime time on the October 1 launch date, does anyone really know how the decision was made to go-live? Was it a conscious decision with full consideration of the readiness of the system or a de facto decision when October 1 arrived?  And closer to home, do you know how your project will decide if it’s ready to go-live when the planned go-live date arrives? My project and IT management experience is that most people don’t believe that they could actually say “No, the system is not ready and should not go live on the scheduled date.”  Here are just a few reasons why: -       I’ll be the only one to say no. -       No one will listen to me anyway. -       I’ll be blamed for the project’s failure. -       I’ll be labeled “Not a Team Player”.

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The Solution Is In There Somewhere

The Solution Is In There Somewhere

When faced with a problem that could have multiple solutions, what do you do? There are plenty of resources available about problem solving yet like so many other things the zeal for which a technique or methodology is pursued or applied doesn’t always deliver the best or most appropriate results. And anyway, what’s wrong with the KISS (keep it simple stupid) approach? It’s very effective and can remove a plethora of bureaucracy. There are other benefits too, 4 of which I’ve explored further in this month’s article. Have a read and tell us how you go about uncovering and agreeing solutions to project challenges. Managers can be heard the world over decreeing ‘bring me solutions not problems’

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