A Project Management Office, usually abbreviated PMO, is an organizational project support function which assists project managers in the management of projects. There is no single definition of a PMO, and the roles and responsibilities vary quite widely. It depends mostly on the organization's project support needs. Some PMO's perform project management … [Read more...]
Project quality is a unique aspect of project management, in that it lurks in behind the scenes. Time and money (budget) are usually the biggest factors in project success, but inadequate focus on quality can sneak up and trip up a project at least as much as those two factors. On top of that, the minimum quality standards are often difficult to define and subject … [Read more...]
Before a project even begins, a project charter is a document that incorporates the project and appoints the project manager. Many projects operate without a project charter, even multimillion dollar projects. But the formal authorization of the project by the performing organization can be important to ensure the lines of authority are clear and identify what the … [Read more...]
Many documents are created in the profession of project management. Some of these are critical to the successful completion of the project, and others are merely intended for organizing the work flow. But the Project Management Body of Knowledge (PMBOK) outlines many documents that have an integral place within the structure of project management, and the … [Read more...]
Assigning work is relatively easy, but how do you ensure that the deadlines will be met, the project will come in under budget, or that the quality level will be acceptable to the stakeholders? Fortunately, project management fundamentals contain techniques which are used to track and control the project. Earned Value Analysis Any discussion on project control … [Read more...]
With most projects, success can ultimately be attributed to the project team. Using the right people for the job and managing them well can be one of the biggest skills of a project manager. You can't put a value on knowing your project team is going to get the job done right, on time, and under budget. The Project Management Body of Knowledge contains processes to … [Read more...]
Unlike most of the project management knowledge areas, which deal with a specific area of expertise of the project manager, the Project Integration Management knowledge area is something of a catch-all, containing many of the everyday actions of a project manager. It is the glue that holds the project together. The processes within the Project Integration Management … [Read more...]
Because you can't see its results in a direct way, project risk analysis is too often sacrificed by project managers in the name of time or budget constraints. Compounding the problem is that small projects just don't seem to have the time and budget to justify the time spent on risk management. But I would argue that if risk management is a priority on … [Read more...]
Planning is the single most important thing a project manager can do to ensure a successful project that meets its goals. The Project Management Institute suggests that planning should ideally consist of about 20 – 30% of the time required to perform the project work. This is substantially more than most project managers actually spend on project planning. … [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 standard … [Read more...]
