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Project Management Methodology and Frameworks

Project Management Methodology and Frameworks

“If I standardize our project team’s templates, then I can gain efficiencies that lead to cost reductions and increases in perceived value, but to call it a quagmire of standards, frameworks, and methodologies is an understatement.”

Most companies seem to recognize the need for one or more project management methodologies but either create the wrong methodologies, or misuse the methodologies that have been created. To avoid this I recommend to my clients a Performance Measure framework. But before I get into that, I’d like to provide a few lists that might help with methodology discussions.

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Integrated PM’s Information Flows

Integrated PM’s Information Flows

"If I use the concepts of Integrated PM, then I can improve project performance, but I will have to sell it to the rest of my team.”

Imagine a database filled with all the uncompleted tasks of your project. As these tasks are completed, they flow out of this database and into one filled with completed tasks. In system’s terms the two different databases are the stocks of the system, and the tasks flowing from the repository of ‘uncompleted tasks’ to the repository of ‘completed tasks’ is an information flow.

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Defining the Project Management Life Cycle Stages

Defining the Project Management Life Cycle Stages

"If I use standard project life cycle stages, then the organization will have a common language and reporting, but the typical PMI stages don’t align well with our projects."

IT project management is different from managing any other project you may have worked on in the past, yet it has many things in common. The point is that the project management life cycle is very different from project type to project type.

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A Risk Boundary Problem

A Risk Boundary Problem

“If I concern my project with risk assessment, then my project targets such as Budget, Schedule, and quality become more reliable, but this will require me to define better project boundaries between strategy, program mandates, and project requirements.”

What is risk? The answer to this question depends on who answers it and the boundaries the individual establishes around themselves. If the answer comes from someone who is responsible for all processes within the Integrated PM system boundary, a clear answer can be expected. Risk is obvious when people own their processes. The owner is anxious about resources being well spent and not wasted, and that the results are acceptable. They want to maximize the chance of success and looks for clues to act upon. In other words, the owner deliberately sees risks and responds to them. If they grow nonchalant and detached, they don’t see many risks or don’t feel like acting upon them. When nonowners see risks, and communicate them to those who run the process, the result is conflict.

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Mentoring New PMs (Part 8 of 8)

Mentoring New PMs (Part 8 of 8)

“If I help other PMs, then they will expect me to continue, but how do I sustain a coaching effort?”

Part 8: Accelerate and sustain the learner’s transformation

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