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Construction Project Management - Project Status Updates That Work
October 7, 2008
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PMP and ITIL: Effects on IT Businesses
October 6, 2008
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Risk Team Members
October 6, 2008
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Testing in Project Management - Programmer’s Ego
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Building a Team in Project Management
October 6, 2008
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Simplify the Job
October 6, 2008
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Relationship of Project Life Cycle to Phases of the Project Management Life Cycle
October 5, 2008
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Project Management Approach to Implementing ITIL
October 5, 2008
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Project Management Controlling Phase
October 5, 2008
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Differences between ITIL and PMP
October 5, 2008
21 Project Management Success Tips - Introduction
July 22, 2008 | Author: admin | Filed under: Project Management Best Practices
21 Project Management Success Tips - Introduction (#1 in the series 21 Project Management Success Tips)
By Karl E. Wiegers
Managing software projects is difficult under the best circumstances. The project manager must balance competing stakeholder interests against the constraints of limited resources and time, ever-changing technologies, and unachievable demands from unreasonable people. Project management is people management, technology management, business management, risk management, and expectation management. It’s a juggling act, with too many balls in the air at once.
Unfortunately, many new project managers receive little training in how to do the job. Anyone can learn to draw a Gantt chart, but effective project managers also rely on the savvy that comes from painful experience. Coaching and survival tips from people who have already done their tour of duty in the project management trenches can save you from learning such lessons the hard way. Here are 21 such tips for success, which I’ve learned from both well-managed and challenged projects. The tips are organized into five categories:
- Laying the groundwork for success
- Planning the project
- Estimating the work
- Tracking your progress
- Learning for the future
Together, the practices in these five categories define a project management control system that can help your project deliver on expectations. Keep these suggestions in mind on your next project, recognizing that none of them is a silver bullet for your project management problems.
A condensed version of this paper was published in Software Development magazine.
Karl Wiegers, Ph.D., is Principal Consultant with Process Impact, a software process consulting and education company in Portland, Oregon. Karl’s most recent book is “Practical Project Initiation: A Handbook with Tools.” Karl is also the author of four other books and 170 articles. Karl is a frequent speaker at software conferences and professional society meetings. You can reach Karl through www.projectinitiation.com or www.processimpact.com.
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