Track and Adapt #
Throughout the project plan, we track the project & adapt where it makes sense.
Kogon, Kory; Blakemore, Suzette. Project Management for the Unofficial Project Manager (Updated and Revised Edition) (p. 144). BenBella Books. Kindle Edition.
Principle of Proactivity #
- Be proactive in the project; Risk Planning!
- Be flexible to many of the changes that may/will occur.
Things happen to reactive people; proactive people make things happen.
Kogon, Kory; Blakemore, Suzette. Project Management for the Unofficial Project Manager (Updated and Revised Edition) (p. 144). BenBella Books. Kindle Edition.
Frequent changes to requirements or timeline is the #1 cause for a project failure.
In any project, the first attempt at a solution will raise lots of issues.
Kogon, Kory; Blakemore, Suzette. Project Management for the Unofficial Project Manager (Updated and Revised Edition) (p. 145). BenBella Books. Kindle Edition.
Communicate Project Status #
Use this tool to get feedback & informing stakeholders.
| Project Name | Date |
|---|---|
| Overall Project Health | |
| Deliverables | Notes |
| Clear the Path | Action | Who | Date |
|---|---|---|---|
This tool is meant to be more like a conversational type document than an information one.
Kogon, Kory; Blakemore, Suzette. Project Management for the Unofficial Project Manager (Updated and Revised Edition) (p. 147-150). BenBella Books. Kindle Edition.
Black Holes #
When a project grows gradually out of control. Happens when a deliverable or more takes up more time & energy than expected.
Make Only High-Value Changes to the Scope #
- Increase ROI &/or NPV significantly.
- Respond to major changes in the Marketplace.
- Speed up results substantially.
Changes like these need to be accepted by Stakeholders!
Examine Team Behavior #
Let’s ask the following questions:
- Are there too many changes?
- Is the team focused on the critical path?
- How is the “Whirlwind”?
- Misunderstanding between “slack”/“good” & “critical” activities?
Depending on the answers, it might be a good idea to use the performance conversation planner:
- What is the intent of the changes?
- What is the impact?
- What are the requirements to make the change happen?
Kogon, Kory; Blakemore, Suzette. Project Management for the Unofficial Project Manager (Updated and Revised Edition) (p. 155-157). BenBella Books. Kindle Edition.
Project Change Request #
| Project Name: | Requested By: |
|---|---|
| What is the Proposed Change? | |
| What is the Reason for Change? | |
| How will this Change Add Value? |
| How will this Change affect the following Constraints? |
|---|
| Time: |
| Quality: |
| Budget: |
| Key Stakeholder | Approval | Date |
|---|---|---|
Scope Creep Vs. Scope Discovery #
A Smart Project Manager pledges allegience not to the scope statement but to the outcome the project intends to produce. As such; create value, not married to the project plan.
Kogon, Kory; Blakemore, Suzette. Project Management for the Unofficial Project Manager (Updated and Revised Edition) (p. 158). BenBella Books. Kindle Edition.