Project Management

Voice of the Customer

August 19, 2009
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Voice of the Customer

One of the reasons we need to define the scope of a project very clearly is to be able to communicate to our customer that we did understand their needs. Understanding and the ability to define the scope needs to be communicated to customer in as unambiguous a term as possible. Therefore there’s these...

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The Details

August 16, 2009
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The Details

Time schedule management is about managing the scheduling of tasks. The question is how large or small these tasks should be to make a project manageable. One deterministic approach say that if we could define things to such a level that what’s to be done every hour or less can be specified then a...

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Talk to Them

August 14, 2009
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Talk to Them

Communicate, communicate, communicate! The mantra for a project manager. Communication issues probably constitute the majority of the problems in any business. More so in projects where you need clear scope, outcome, success criteria definitions. You need clear agreement with your customer on the requirements. Once the project start this communication burden continues in assessing...

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RAID: Risks, Assumptions, Issues, Dependencies

August 13, 2009
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RAID: Risks, Assumptions, Issues, Dependencies

RAID is a abbreviated name for very important aspects of project time schedule. These stand for Risks, Assumptions, Issues and Dependencies. Everything that fall under these categories must remain top of the mind items for you during the life cycle of the project. One of the surest ways of keeping them on the top...

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Project Lifecycle

August 11, 2009
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Project Lifecycle

A project goes through stages and distinct phases in development cycle. How these phases relate and interact to make the project successful is driven entirely by the needs of the customer. We are going to discuss the models for software development projects here. At one extreme is where one has a clear set of...

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Involve Them

August 9, 2009
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Involve Them

As a project manager you need whole hearted participation from all your team members. The kind of project work often done today involves mental work. There is no way a project manager or a team leader can look into somebody’s head and make sure he is doing the required mental calisthenics to get the...

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What’s on Your Plate

August 5, 2009
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What’s on Your Plate

Scope of the project or exactly what is to be achieved at the end of the project is a crucial requirement in defining a project. Typically, feature list is used to describe the scope of a product development project and for service delivery; the scope of services must be understood clearly, unambiguously., In addition...

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Project Outcome

August 2, 2009
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Project Outcome

Two important parts of the activities related to time schedule planning for a project, are creating the work breakdown structure and the time interrelationships of start and finish of these tasks. Later, when using the same time schedule to monitor the progress of the project, we look at how these times might have changed...

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Begin with the End

July 31, 2009
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Begin with the End

The time schedule plan was compared with a map in the introduction. A destination needs to be defined, defined very clearly and completely. Only then you can chart a course from here to there. While you can define a destination in a driving map very accurately, quite often it is difficult to define a...

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Project Schedule Management

July 28, 2009
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Project Schedule Management

When a project is undertaken, it is taken up for a particular outcome, most of the times either to resolve a problem, or a product for the markets. The organizational leadership sets the organizational direction and mandates. These mandates drive the need for completing projects within constraints. The organizational priorities are driven by stakeholders...

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