Business And Project Planning And Management: PM Hut

Showing posts with label PM Hut. Show all posts

Tuesday, July 2, 2013

Project Management Employment Alerts And Other News

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The information which follows is brought to you as a courtesy of The Business And Project Planning And Management Blog. Thank you as always, for reading us, and for sharing our articles with your colleagues.


Project Manager / Implementation Manager (Healthcare Services) Career Engineer Project Manager / Implementation Manager (Healthcare Services) Our client is the world's leading provider of point of care systems in healthcare, including media, information, clinical support software and infrastructure services. Position ... See all stories on this topic »
Project Manager, West Yorkshire printweek.com Exceptional Client relationship development ability, an enhanced eye for detail and strong project management skills are an absolute prerequisite. Working within a spirited & fast moving environment, you will be a key member of a dynamic & empowered ... See all stories on this topic »
Senior Project Controller / Asst. Project Manager (Engineering) Career Engineer An opportunity has arisen for a Senior Project Controller / Assistant Project Manager to join their busy Operations Department. Reporting to the Project Manager the post holder will be accountable for ensuring that our clients increasing range of ... See all stories on this topic »
Seeking CSM/Project Manager in Rockland Office PenBayPilot.com This opening is for a Client Services Manager/Project Manager and will entail duties that include communicating with clients, keeping track of projects and deadlines, gathering information via phone and email, fielding client questions and much more. See all stories on this topic »
Project manager didn't plan construction role Albany Times Union Not a place with professional sports," said Yancey, who has been project manager for the West Haymarket construction project for the past two years. And she didn't play sports in high school. She says the bumper sticker "Picked Last in Gym" describes her. See all stories on this topic »
Manager of big project in Lincoln didn't foresee construction role The Republic It did not mean she dreamed about being an engineer, wearing a hard hat or building arenas. As a kid, her goals were far more traditional. Yancey thought she would be a teacher or work in an office. She would marry someone in the military, like her dad ... See all stories on this topic »
Talygen, the World's Leading Business Management Automation Application ... DigitalJournal.com Talygen is committed to making sure that all business owners have access to the best Business Intelligence, Time Management, Project Management, Human Resource, & Team Collaboration software on the market. Talygen newest version of its Software as ... See all stories on this topic »
Newtown PBSC Reviews Sandy Hook School Project Voices News Senior Project Manager with Diversified Project Management Geralyn Hoerauf, AIA, LEED, AP ID+C, said she has been working to extract pieces of information from the responses, such as insurance details, creating a matrix to easily compare candidates. See all stories on this topic »
Paladin Data Systems' Announces Pilot Project with Regional Councils of ... DigitalJournal.com Paladin Data Systems, a leading developer and provider of software development, integration, implementation, database administration, and project management services, announced today the launch of a pilot project with the Regional Councils of ... See all stories on this topic »
Helsinki Energy selects IFS Applications 8 ARC Advisory Group IFS, the global enterprise applications company, announces that Helsinki Energy, one of the largest energy companies in Finland, has chosen IFS Applications™ 8 to streamline financial processes and project management. The contract includes licenses ... See all stories on this topic »

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Azendoo – Simple Multi-Function Project Management Web App
There is certainly an overabundance of project management and team collaboration apps these days, making it hard to choose the best one for you or your team ...
www.hongkiat.com/blog/azendoo-project-management-app/

Civil Engineer - Project Management, Wastewater, Drinking Water ...
Civil Engineer - Project Management, Wastewater, Drinking Water job in Houston , Texas, US. Read the Civil Engineer - Project Management, Wastewater, ...
jobview.monster.com/civil-engineer-project-management-wast...

Making the Grade: Instilling Project Management Values - PM Hut
PM hut - The Project Management Hut Project Management Articles Project ... June 27, 2013 | Author: PM Hut | Filed under: Project Management Best Practices .
www.pmhut.com/making-the-grade-instilling-project-manage...

In case I haven't mentioned it in a while, please remember to always check in with Project Management Hut (http://www.pmhut.com), as they're a wonderful source of information, and take a look (from time to time) at the website for the Project Management Institute ("PMI") at http://www.pmi.org/

Douglas E. Castle

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Thursday, December 8, 2011

Project Management Hut| Indispensable Tool.

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Project Management Professionals are constantly mining the web for highly concentrated veins of technical, employment and educational resources. Project Management Hut (http://www.PMHut.com) is the answer to your prayers. Put down your pickaxes, shovels, blocks and tackles. PM Hut is an amazing, holistic, interactive site which posts materials provided by a variety of experts on virtually every area of Project Management.

I am honored to have had several of my articles included in their vast resource collection. What sets them apart from most of the highly vertical "programming-oriented" sites is multidimensional view of project management. More than dry dissertations on using Agile, Scrum, SWOT and a host of insider acronyms, the site looks at PM as a complete business involving not only technology, but organizational, planning and interpersonal (managerial) considerations.

I highly recommend visiting the site and making it a favorite. In fact, you might want to do what I have done - put a permanent hyperlink on your site to PM Hut. It will add significant value to all of your readers' experience.

Douglas E. Castle [http://BusinessAndProjectPlanning.blogspot.com]

Wednesday, September 21, 2011

When Projects Become Unmanageable: Part 2

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Projects can, and frequently do, become unmanageable. There are a number of reasons for this, as discussed previously. The key is to understand these reasons, to anticipate their possibilities (or probabilities) of occurrence, and to take appropriate measures, during the earliest stages of the defining of the project scope and the construction of a plan to achieve the project's target objectives to both: 1) implement measures [right at the outset] to prevent them from happening, and 2) allow for adverse contingencies (such as delays, budget issues and any departure (i.e., variance) from the "trajectory" of the plan in the initial client expectation management process. Both of these are crucial to avoiding unmanageable projects and dissatisfied clients. Each plays a role.

In quick retrospect, some of the central reasons projects become unmanageable (as discussed in Part 1) included:

Project Scope Creep;

Individual Scope Creep;

Poor communications, monitoring and feedback among team members, and/or between the team leader and his or her members - situation reports and progress reports serve a strategic purpose in keeping the Project and team members all within the scope...but just as importantly, they serve to inform the participants of where their performance may be in terms of what was expected of them, and in terms of the project as a whole, as well as to provide an opportunity for constructive input, or a reallocation of resources or a reordering of priorities in the interest (based upon the experiences of the team members to that point) of getting to the objective more efficiently;

Poor initial estimates of timeframes and of required resources;

Problems with team member interdependencies, i.e., when one member (in assembly line fashion) requires another's work in order to proceed with his or her tasks. Ironically, if there are too many interdependencies (team embers working in serial fashion, like a water bucket brigade putting out a fire instead of in parallel fashion in order to minimize nonproductive time) the slowest team member produces the greatest bottleneck -- he or she, is [groan] a 'serial killer';

Unforeseen changes in situations and circumstances, forcing the team to re-group and make new decisions in terms of either reducing the MVP ('minimum viable product') and narrowing the Project Scope (as well as making settling for a less grandiose but more attainable objective) , or of reallocating resources, and reassigning tasks. This happens when program budgets are suddenly cut, or during periods of shortages of various resources necessary to the completion of the project.

This article (the much-anticipated Part 2) deals with the second preventive measure which can be taken against the entropy of a project disaster. It simply involves Client Expectation Management. The conventional wisdom [although I've seen very little wisdom demonstrated at most of the conventions I've attended], in explaining to your client what to expect is to "err on the side of conservatism, " and to use your best efforts to "under-promise and to over-deliver." Conventional wisdom notwithstanding, these are the cornerstones of giving your project team a pre-programmed margin for error.

Philosophically and psychologically, an error does not appear to be an error if it has been factored in at the outset of the project. Here are three vital considerations in preparing your client, and your team, for what they will experience, or what they can expect on the journey to project completion. And while they will seem ridiculously obvious, you would be appalled at how many project managers, attempting to land an engagement by making themselves appear superhuman by overselling, completely forget these basics:

1) Always significantly overestimate costs anticipated to be incurred -- it is far better to come in below budget than to apologize for exceeding budgeted amounts;

2) Always significantly overestimate the length of time that will be expended in reaching every benchmark or measurement point during the process, and overestimate the total time to completion -- it is far better to be further along in the process than to be lagging behind schedule; and lastly,

3) Always significantly underestimate the quality and capabilities of the finished project -- it is far better to to have an outcome which exceeds expectations than to produce an inferior result or outcome.

The most difficult discipline involved in this exercise in diminished expectations is to remain certain, by and among yourself and your team, that the parameters as set forth in the preceding three items are not ever seen as the real targets. In fact, in planning the project with your team, their standards for performance must, of necessity, be far stricter than those set forth for the purpose of managing the client's expectations. As a leader or manager, your challenge is to avoid any slippage into a default setting, on the part of yourself or your team which even remotely resembles the highly conservative parameters that you have utilized in positioning the client's expectations. Perhaps the appropriate Lingovation for this typical propensity to default would be "Parametric Creep."

This (i.e., minimization of Parametric Creep requires constantly maintaining and enforcing an internal performance standard that is far superior to the external, or public, performance expectation.

In Part 3 of this series, we will address some of the best methods of early-stage action in order to prevent any project from becoming unmanageable.

Douglas E Castle

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http://MadMarketingTactics.blogspot.com

*Incidentally, if you have not already done so, you would be well-served to visit The Project Management Hut at http://www.pmhut.com and either bookmark it or make it a favorite. It is an excellent source of information regarding the art and science of Project Management.