Thinking you can effectively manage a complex project using the likes of Excel or Word is just plain stupid.
Decide upon and implement an appropriate PM software package and learn how it can effectively help you. See all 100 lessons at 6WordLessons.com.
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Internal and external business environment changes could drive changes in scope--for good reason.
Be aware of business environment changes and proactively address possible scope issues with the sponsor. See all 100 lessons at 6WordLessons.com.
Most scope definitions focus on what is in scope leaving "gray area" for items that could be perceived as in or out.
Seek out the gray areas with the sponsor and stakeholders and specifically decide if they are in or out of scope. See all 100 lessons at 6WordLessons.com.
It's easy during the heat of battle for a sponsor and PM to develop independent versions of scope.
Keep clear communication lines open on potential scope change or misunderstandings and nail them fast. See all 100 lessons at 6WordLessons.com.
Scope changes haphazardly defined and accepted spell doom for keeping projects focused on the problem.
Change control boards comprised of the sponsor, stakeholders and project team help keep scope right-sized. See all 100 lessons at 6WordLessons.com.
Over-zealous PMs hyper-focused on pleasing their sponsor at times are too eager to inflate scope.
Keep scope right-sized to the problem statement and use seasoned advisers to help you not say "yes" too much. See all 100 lessons at 6WordLessons.com.
Project Managers frequently equate controlling scope with saying "no" with no due-diligence on the validity of the request.
It's not just about saying "no" to requests. Understand the request, and the consequence of not doing it first. See all 100 lessons at 6WordLessons.com.
It's difficult for stakeholders to see how a solution will meet needs from requirements and flowcharts.
Make good use of systems prototypes to communicate the to-be people, process and technology systems. See all 100 lessons at 6WordLessons.com.
Technologists frequently take a stance of developing customized solutions versus configuring packaged solutions.
Be open-minded when evaluating packaged solutions; let the requirements drive good enough decisions. See all 100 lessons at 6WordLessons.com. |
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