Nobody launches a new project and intends for it to fail. But time and again projects do fail, for a vast range of reasons.
But there are ways of stacking the odds in your favour. Among the most important is resisting the very human urge to jump straight in. Good planning is vital for success.
Simple & Practical Project Management for Digital Marketing TeamsDigitangle
An introduction and overview of project management methodologies, and some quick tips to help manage your own time, improve communication and get things done in a digital marketing team.
Project management - a practical overview Sue GreenerSue Greener
This document provides an overview of project management concepts and best practices. It discusses the realistic project life cycle which includes initiation, planning, execution, and closure phases. Key steps in planning a project are defining objectives and scope, structuring the project, scheduling tasks, analyzing risks, and establishing controls. The document emphasizes clear communication, tracking progress, allowing flexibility, and evaluating outcomes for continual learning and improvement on projects.
This document provides information about a practical project management workshop for first-time project managers. It notes that inadequately trained or inexperienced project managers are the number one cause of project failure. The workshop aims to help first-time project managers succeed by providing an interactive, practical learning experience covering key project management topics like planning, risk management, and stakeholder management. Testimonials are provided about the value and customization of the training.
Project Management Best Practices: Brock Boddie/General AssemblyGeneral Assembly
You've managed an interactive project or two before, but it could have gone better — want to find out where you might improve? This class is designed to give an overview of the best practices for project management. From developing a solid project foundation to improving communication and collaboration within your team, this class will provide a clearer idea of where you should focus your energy as a project manager.
Want to learn more? Join Front Row today and access on-demand videos, livestreams, and much more: http://bit.ly/1aqAivV
Project Management Best Practices - Tips and TechniquesInvensis Learning
Did you know? For every Billion spent on projects globally, enterprises lose about 97 million dollars due to poor project performance.
Let's face it - we are all managing projects every day! They may be simple or more complicated, but undoubtedly you are managing projects within your role. You don't need to be a project manager to learn how to manage your projects effectively and efficiently. This interactive presentation will provide the basics of managing projects - regardless of their size or complexity. Webinar attendees will learn a variety of tools, techniques and best practices to enable them to more efficiently manage the projects they are assigned and the projects they want to undertake, including how to socialize initiatives to get buy-in from others. This webinar will provide you with a better understanding of how project management can assist you in performing your role in your organization.
Areas covered:
Project Scope Statements
Developing the business case for your projects
Identifying and managing stakeholders
Developing your Project Plan
Itemizing your Work Breakdown Structure and activity list
Enhancing your Communications Plan
Identifying, planning and managing project risks
Managing changes to the project
Reporting on status
Driving decisions from the team and key stakeholders
Click here to check upcoming webinar for project management https://goo.gl/M9v8oP
About Invensis Learning
Invensis Learning is a leading training and professional development solutions provider. We deliver globally-recognized training and certifications to individuals and enterprises to aid key business transformations and help to stay relevant by closing skill gaps and cultivate an environment that fosters continuous learning. We have trained 10000+ professionals over wide portfolio of training and certification courses. We are a trusted partner of many Fortune 500 companies for training and development
For more details please visit: https://www.invensislearning.com/
This project charter guide covers everything you need to know about the project charter. It is based on the free template you can download here: http://project-charter-template.casual.pm/
A project manager supervises the planning and implementation of various activities in a business setting a project manager usually leads a team of employees and assists with setting goals, time limits and developing work flow charts and project plans. An individual in this arrangement should have both management and people skills as well as superior written and verbal communication skills.
Simple & Practical Project Management for Digital Marketing TeamsDigitangle
An introduction and overview of project management methodologies, and some quick tips to help manage your own time, improve communication and get things done in a digital marketing team.
Project management - a practical overview Sue GreenerSue Greener
This document provides an overview of project management concepts and best practices. It discusses the realistic project life cycle which includes initiation, planning, execution, and closure phases. Key steps in planning a project are defining objectives and scope, structuring the project, scheduling tasks, analyzing risks, and establishing controls. The document emphasizes clear communication, tracking progress, allowing flexibility, and evaluating outcomes for continual learning and improvement on projects.
This document provides information about a practical project management workshop for first-time project managers. It notes that inadequately trained or inexperienced project managers are the number one cause of project failure. The workshop aims to help first-time project managers succeed by providing an interactive, practical learning experience covering key project management topics like planning, risk management, and stakeholder management. Testimonials are provided about the value and customization of the training.
Project Management Best Practices: Brock Boddie/General AssemblyGeneral Assembly
You've managed an interactive project or two before, but it could have gone better — want to find out where you might improve? This class is designed to give an overview of the best practices for project management. From developing a solid project foundation to improving communication and collaboration within your team, this class will provide a clearer idea of where you should focus your energy as a project manager.
Want to learn more? Join Front Row today and access on-demand videos, livestreams, and much more: http://bit.ly/1aqAivV
Project Management Best Practices - Tips and TechniquesInvensis Learning
Did you know? For every Billion spent on projects globally, enterprises lose about 97 million dollars due to poor project performance.
Let's face it - we are all managing projects every day! They may be simple or more complicated, but undoubtedly you are managing projects within your role. You don't need to be a project manager to learn how to manage your projects effectively and efficiently. This interactive presentation will provide the basics of managing projects - regardless of their size or complexity. Webinar attendees will learn a variety of tools, techniques and best practices to enable them to more efficiently manage the projects they are assigned and the projects they want to undertake, including how to socialize initiatives to get buy-in from others. This webinar will provide you with a better understanding of how project management can assist you in performing your role in your organization.
Areas covered:
Project Scope Statements
Developing the business case for your projects
Identifying and managing stakeholders
Developing your Project Plan
Itemizing your Work Breakdown Structure and activity list
Enhancing your Communications Plan
Identifying, planning and managing project risks
Managing changes to the project
Reporting on status
Driving decisions from the team and key stakeholders
Click here to check upcoming webinar for project management https://goo.gl/M9v8oP
About Invensis Learning
Invensis Learning is a leading training and professional development solutions provider. We deliver globally-recognized training and certifications to individuals and enterprises to aid key business transformations and help to stay relevant by closing skill gaps and cultivate an environment that fosters continuous learning. We have trained 10000+ professionals over wide portfolio of training and certification courses. We are a trusted partner of many Fortune 500 companies for training and development
For more details please visit: https://www.invensislearning.com/
This project charter guide covers everything you need to know about the project charter. It is based on the free template you can download here: http://project-charter-template.casual.pm/
A project manager supervises the planning and implementation of various activities in a business setting a project manager usually leads a team of employees and assists with setting goals, time limits and developing work flow charts and project plans. An individual in this arrangement should have both management and people skills as well as superior written and verbal communication skills.
This document provides guidance on effective project management. It emphasizes the importance of establishing clear goals, timelines and budgets in the planning stage. It also stresses flexibility and ongoing evaluation during implementation to adapt to challenges. Key project management tools discussed include Gantt charts, PERT/CPM charts and spreadsheets to track progress and make timely adjustments that balance scope, time and costs. The document concludes by highlighting strategies for celebrating milestones and conclusions to recognize contributions and bring closure.
The Project Management Process - Week 3Craig Brown
The document discusses the importance of project management plans and what they should include. It explains that plans should define the project scope, schedule, resources, budget, risks and how progress will be monitored and controlled. Effective plans consider who will use the plan, what work needs to be completed, how it will be structured, when activities will occur, who is responsible for the work, and the potential costs involved. Thorough planning helps guide the project activities and ensures all necessary aspects are addressed upfront.
The document discusses software project management and provides 20 project management proverbs. It then defines what a project is and explains that projects have timeframes, require planning and resources, and need evaluation criteria. Finally, it discusses what a project manager does, including developing plans, managing stakeholders, teams, risks, schedules and budgets.
This document provides an overview of project management. It defines a project, characteristics of successful projects, and the triple constraints of budget, schedule, and quality/outcome that must be managed. It describes the roles of the project manager, core team, sponsor, and other stakeholders. The phases of project management are introduced as discover, initiate, plan, execute, and close. Each phase is briefly described in terms of its processes and tools used. Planning is emphasized as important for providing a comprehensive view and enabling stakeholder buy-in. Monitoring and controlling are also highlighted as critical project functions.
Projectmanagement Refresher for TraineesSiep Littooij
The document outlines an agenda for a training on project management. It discusses key concepts like defining project management, the project lifecycle, important project manager skills, and tools for planning, monitoring, and managing risk. It also describes an assignment where participants will work in cross-cultural groups to design a mock project using five project tools.
This document discusses the concepts of projects and project management. It begins with definitions of a project as a temporary endeavor undertaken to create a unique product or service. Key aspects of projects mentioned include them being limited in time, goal-centric, and impacting existing organizations. Examples of projects like building a house or developing a new product are provided. The document then discusses what constitutes a project team and management. It provides insights into evaluating different project models and highlights factors like control, discipline, and organization type that determine the best model. The rest of the document offers perspectives on project failures, principles of high reliability organizations, and practical tools for project planning like the work breakdown structure, Gantt chart, PERT planning and managing scope.
Managing your projects effectively in a shared resource environmentStephen Hightower
Stephen Hightower discusses how using checklists can help project managers deliver projects on time. Checklists provide a structured and repeatable process to manage complexity and ensure critical tasks are completed. Dr. Atul Gawande's book "The Checklist Manifesto" explains how checklists have been successfully used in industries like aviation and construction. Hightower argues that utilizing checklists in the first 30 days of a project is especially important for setting up success, as that initial period often determines the ultimate outcome of the project.
Project management issues and their solutionOrangescrum
Common project Management problems can be fixed with online project management software easily. Identifying project management issues and their solution is the most important thing.
This document discusses the importance of project communications and provides tips and best practices. It notes that poor communication is the number one reason projects fail according to several surveys. The document introduces various communication planning tools, such as a circle of communications chart, communication requirements matrix, role report matrix, and project calendar. It also outlines some of the top project communication tools, such as responsibility matrices, work breakdown structures, project schedules, and risk matrices. The key message is that project managers must make communication a high priority in order to ensure project success.
The document outlines a project charter template which defines the objectives, scope, deliverables, and resources required for a project, and is intended to gain agreement among stakeholders while also supporting decision making and communication. A project charter should be developed by the project sponsor or external manager with input from the project manager and stakeholders to define the purpose, objectives, and outcomes of the project. The template provided includes sections for the project name, overview, performance objectives, characteristics, and recommendations.
Project management involves planning, directing, and controlling resources to complete projects on time and within budget. A key part of project management is work breakdown structure (WBS), which divides work into smaller tasks assigned to organizational units. Critical path method (CPM) and program evaluation and review technique (PERT) are used to schedule projects by identifying the longest sequence of tasks on the critical path that determine the project's duration.
Have you or your organization fallen victim to one of the classic website blunders? Was it organization by board member, stock photo syndrome, design by committee, vanishing volunteer web developer, or something else? We will discuss 10 classic website blunders we have witnessed that rendered potentially successful projects ineffective engagement tools, and tell you how to avoid them.
The old definition of project management involved lengthy meetings, complex charts and diagrams, and delayed responses. Collaboration tools were difficult to use and did not enable effective collaboration. New online project management and collaboration tools were created to be easy to use, accessible from anywhere, and better enable teamwork without the complexities of prior tools. ProofHub is presented as one such online tool that allows teams to plan, organize, assign tasks, share files, collaborate, track progress, record time, and gain feedback in a centralized location from any device.
Project Management is a strategic competency of organizations that involve the application of knowledge, skills, and techniques to align project objectives with business goals, enabling companies to better compete in their respective market: https://www.orangescrum.com/
Project management from simple to complexBui Huong
This document provides an overview of project management. It defines a project as a temporary endeavor undertaken to create a unique product or service, and defines project management as applying knowledge, skills, tools, and techniques to project activities to meet requirements. It discusses how technology is driving organizations to develop new products and services through projects more quickly. It also notes that project management involves understanding complex interrelations between activities and how actions in one area affect others.
Project Management Methodology & Step-by-Step Guide to Managing Successful Projects.
This manual was developed to guide project managers through corporate project management methodology. The project life cycle consists of four major phases: Initiation, Project Planning, Project Execution & Control, and Project Closeout. Documents and Templates supporting the project management process have been tailored to meet the need of having a “Basic Toolkit” of pre-designed forms. Forms and sample reports are included in Appendix B and referenced throughout this manual. Hyperlinks are provided to take you directly to the tools if you are using an electronic copy of this manual.
This document discusses project management techniques and tools. It provides an overview of project management, describing the four main phases as investigation, planning and design, production, and evaluation and monitoring. It then discusses specific project management tools like Gantt charts and PERT diagrams that are used to plan and track projects. Gantt charts show tasks and timelines visually while PERT diagrams show relationships between tasks and identify critical paths. Estimating activity times and scheduling/expediting are also important aspects of project management discussed.
Forget the A to Z of why it projects fail, here’s the S to L of successful!Stoneseed Ltd
THE TOP TEN WAYS TO KEEP YOUR PROJECT ON TRACK
CREATED BY: DAVID COTGREAVE
A number of articles have either dropped in my Office 365 inbox this week, or on various social media feeds, each of them detailing a list of the reasons why IT Projects fail.
That's a rather negative way to approach it.
The best sports teams didn't build success by checking out why other teams were losing - they focussed on winning. You should too.
You can certainly learn from the mistakes of others (and yourself) but instead of dwelling on the A to Z of failures, how about championing the S to L of what happens when IT projects are SUCCESSFUL.
S - is for Skills
U - is for Understanding
C - is for Communication (and clarity)
C - is for Change Leadership
E - is for Efficient Execution
S - is for Systems
S - is for Supervision
F - is for Fact-Rooted analysis
U - is for User input
L - is for Learn
The S to L of SUCCESSFUL.
If it sounds simple, it's because it is. Sort of.
Except, of course, for the fact that behind each of the ten points above there lies a lot of hard work and hard earned experience - sometimes it's like herding cats - but the gains are there to be won.
Just don't start with a list of why projects fail.
Further details of how Project Management as a Service can help, can be found on our website www.stoneseed.co.uk
This document provides guidance on running a successful proof of concept (POC) for a big data project in six weeks. It discusses why many POCs fail, such as a lack of executive alignment, planning, and scope creep. The document recommends starting small by limiting the scope to a single business unit, executive, team, small number of data sources, and cluster size. It also emphasizes the importance of data management principles like abstraction, metadata, leveraging existing talent, and automation. The goal of the six week POC is to prove business value for the specific use case before expanding the project further.
This document provides guidance on effective project management. It emphasizes the importance of establishing clear goals, timelines and budgets in the planning stage. It also stresses flexibility and ongoing evaluation during implementation to adapt to challenges. Key project management tools discussed include Gantt charts, PERT/CPM charts and spreadsheets to track progress and make timely adjustments that balance scope, time and costs. The document concludes by highlighting strategies for celebrating milestones and conclusions to recognize contributions and bring closure.
The Project Management Process - Week 3Craig Brown
The document discusses the importance of project management plans and what they should include. It explains that plans should define the project scope, schedule, resources, budget, risks and how progress will be monitored and controlled. Effective plans consider who will use the plan, what work needs to be completed, how it will be structured, when activities will occur, who is responsible for the work, and the potential costs involved. Thorough planning helps guide the project activities and ensures all necessary aspects are addressed upfront.
The document discusses software project management and provides 20 project management proverbs. It then defines what a project is and explains that projects have timeframes, require planning and resources, and need evaluation criteria. Finally, it discusses what a project manager does, including developing plans, managing stakeholders, teams, risks, schedules and budgets.
This document provides an overview of project management. It defines a project, characteristics of successful projects, and the triple constraints of budget, schedule, and quality/outcome that must be managed. It describes the roles of the project manager, core team, sponsor, and other stakeholders. The phases of project management are introduced as discover, initiate, plan, execute, and close. Each phase is briefly described in terms of its processes and tools used. Planning is emphasized as important for providing a comprehensive view and enabling stakeholder buy-in. Monitoring and controlling are also highlighted as critical project functions.
Projectmanagement Refresher for TraineesSiep Littooij
The document outlines an agenda for a training on project management. It discusses key concepts like defining project management, the project lifecycle, important project manager skills, and tools for planning, monitoring, and managing risk. It also describes an assignment where participants will work in cross-cultural groups to design a mock project using five project tools.
This document discusses the concepts of projects and project management. It begins with definitions of a project as a temporary endeavor undertaken to create a unique product or service. Key aspects of projects mentioned include them being limited in time, goal-centric, and impacting existing organizations. Examples of projects like building a house or developing a new product are provided. The document then discusses what constitutes a project team and management. It provides insights into evaluating different project models and highlights factors like control, discipline, and organization type that determine the best model. The rest of the document offers perspectives on project failures, principles of high reliability organizations, and practical tools for project planning like the work breakdown structure, Gantt chart, PERT planning and managing scope.
Managing your projects effectively in a shared resource environmentStephen Hightower
Stephen Hightower discusses how using checklists can help project managers deliver projects on time. Checklists provide a structured and repeatable process to manage complexity and ensure critical tasks are completed. Dr. Atul Gawande's book "The Checklist Manifesto" explains how checklists have been successfully used in industries like aviation and construction. Hightower argues that utilizing checklists in the first 30 days of a project is especially important for setting up success, as that initial period often determines the ultimate outcome of the project.
Project management issues and their solutionOrangescrum
Common project Management problems can be fixed with online project management software easily. Identifying project management issues and their solution is the most important thing.
This document discusses the importance of project communications and provides tips and best practices. It notes that poor communication is the number one reason projects fail according to several surveys. The document introduces various communication planning tools, such as a circle of communications chart, communication requirements matrix, role report matrix, and project calendar. It also outlines some of the top project communication tools, such as responsibility matrices, work breakdown structures, project schedules, and risk matrices. The key message is that project managers must make communication a high priority in order to ensure project success.
The document outlines a project charter template which defines the objectives, scope, deliverables, and resources required for a project, and is intended to gain agreement among stakeholders while also supporting decision making and communication. A project charter should be developed by the project sponsor or external manager with input from the project manager and stakeholders to define the purpose, objectives, and outcomes of the project. The template provided includes sections for the project name, overview, performance objectives, characteristics, and recommendations.
Project management involves planning, directing, and controlling resources to complete projects on time and within budget. A key part of project management is work breakdown structure (WBS), which divides work into smaller tasks assigned to organizational units. Critical path method (CPM) and program evaluation and review technique (PERT) are used to schedule projects by identifying the longest sequence of tasks on the critical path that determine the project's duration.
Have you or your organization fallen victim to one of the classic website blunders? Was it organization by board member, stock photo syndrome, design by committee, vanishing volunteer web developer, or something else? We will discuss 10 classic website blunders we have witnessed that rendered potentially successful projects ineffective engagement tools, and tell you how to avoid them.
The old definition of project management involved lengthy meetings, complex charts and diagrams, and delayed responses. Collaboration tools were difficult to use and did not enable effective collaboration. New online project management and collaboration tools were created to be easy to use, accessible from anywhere, and better enable teamwork without the complexities of prior tools. ProofHub is presented as one such online tool that allows teams to plan, organize, assign tasks, share files, collaborate, track progress, record time, and gain feedback in a centralized location from any device.
Project Management is a strategic competency of organizations that involve the application of knowledge, skills, and techniques to align project objectives with business goals, enabling companies to better compete in their respective market: https://www.orangescrum.com/
Project management from simple to complexBui Huong
This document provides an overview of project management. It defines a project as a temporary endeavor undertaken to create a unique product or service, and defines project management as applying knowledge, skills, tools, and techniques to project activities to meet requirements. It discusses how technology is driving organizations to develop new products and services through projects more quickly. It also notes that project management involves understanding complex interrelations between activities and how actions in one area affect others.
Project Management Methodology & Step-by-Step Guide to Managing Successful Projects.
This manual was developed to guide project managers through corporate project management methodology. The project life cycle consists of four major phases: Initiation, Project Planning, Project Execution & Control, and Project Closeout. Documents and Templates supporting the project management process have been tailored to meet the need of having a “Basic Toolkit” of pre-designed forms. Forms and sample reports are included in Appendix B and referenced throughout this manual. Hyperlinks are provided to take you directly to the tools if you are using an electronic copy of this manual.
This document discusses project management techniques and tools. It provides an overview of project management, describing the four main phases as investigation, planning and design, production, and evaluation and monitoring. It then discusses specific project management tools like Gantt charts and PERT diagrams that are used to plan and track projects. Gantt charts show tasks and timelines visually while PERT diagrams show relationships between tasks and identify critical paths. Estimating activity times and scheduling/expediting are also important aspects of project management discussed.
Forget the A to Z of why it projects fail, here’s the S to L of successful!Stoneseed Ltd
THE TOP TEN WAYS TO KEEP YOUR PROJECT ON TRACK
CREATED BY: DAVID COTGREAVE
A number of articles have either dropped in my Office 365 inbox this week, or on various social media feeds, each of them detailing a list of the reasons why IT Projects fail.
That's a rather negative way to approach it.
The best sports teams didn't build success by checking out why other teams were losing - they focussed on winning. You should too.
You can certainly learn from the mistakes of others (and yourself) but instead of dwelling on the A to Z of failures, how about championing the S to L of what happens when IT projects are SUCCESSFUL.
S - is for Skills
U - is for Understanding
C - is for Communication (and clarity)
C - is for Change Leadership
E - is for Efficient Execution
S - is for Systems
S - is for Supervision
F - is for Fact-Rooted analysis
U - is for User input
L - is for Learn
The S to L of SUCCESSFUL.
If it sounds simple, it's because it is. Sort of.
Except, of course, for the fact that behind each of the ten points above there lies a lot of hard work and hard earned experience - sometimes it's like herding cats - but the gains are there to be won.
Just don't start with a list of why projects fail.
Further details of how Project Management as a Service can help, can be found on our website www.stoneseed.co.uk
This document provides guidance on running a successful proof of concept (POC) for a big data project in six weeks. It discusses why many POCs fail, such as a lack of executive alignment, planning, and scope creep. The document recommends starting small by limiting the scope to a single business unit, executive, team, small number of data sources, and cluster size. It also emphasizes the importance of data management principles like abstraction, metadata, leveraging existing talent, and automation. The goal of the six week POC is to prove business value for the specific use case before expanding the project further.
The document provides guidance for project managers on how to be effective leaders. It discusses the importance of leading first and managing second by empowering teams through delegation and asking the right questions to solve problems. Delegation allows the project manager to focus on higher-level tasks while empowering the team. Asking open-ended questions helps the team discover their own solutions and fosters autonomy and success. Framing problems as questions encourages creative thinking and ownership over the solutions.
The document discusses roadmaps and their usefulness and drawbacks. It notes that while roadmaps are commonly used to communicate goals and plans, they often become outdated, lack clarity of purpose, and can lead teams to focus on specifics too far in advance instead of iterative development. However, roadmaps don't have to be bad if they focus on problems to solve rather than detailed plans, keep the format simple, and remember that the roadmap should work for the team rather than being the main objective. The rest of the document provides examples of better roadmapping practices and SEEK's new product roadmap as an example.
The document provides 10 golden rules for new project managers. Rule 1 emphasizes developing a strong business case with high-level support and measurable benefits. Rule 2 is to define critical success factors for the project that are measurable. Rule 3 stresses the importance of creating a good project plan with milestones, timelines, resources, and contingency. Rule 4 advises managing expectations by breaking projects into smaller chunks and delivering frequently. Rules 5-7 cover keeping the team motivated, communicating clearly, and learning to say "no". Rules 8-9 warn against scope creep and identify risks and mitigation plans. Rule 10 is about properly closing the project by getting sign-off and feedback. Following these 10 rules can help a project manager survive by avoiding
RIS3 WORKBOOK FOR PROJECTS provides practical guidance for designing regional development projects that meet the requirements of the EU's 2014-2020 programme period by focusing on smart specialization. It summarizes insights from workshops held with hundreds of participants on topics like identifying societal needs, co-creating solutions with stakeholders, and ensuring projects have impact beyond just funding periods. The workbook is intended to help project managers, researchers, and regional organizations plan projects that align with their region's smart specialization strategy and produce meaningful outcomes.
9 Indicators That Prove That Your Innovation Programme Will FailBoard of Innovation
On the basis of our experience with corporate clients, we collected 9 indicators that signal that something is going wrong + 13 clear actions to take!
https://www.boardofinnovation.com/blog/2017/05/29/9-indicators-that-prove-your-innovation-program-is-failing/
Visual project management simplifying project execution to deliver on time an...ssuser52fa40
This document discusses why projects are often late and over budget, despite best efforts. It finds that while training improves control factors like scope and quality, there is an inverse relationship between training and schedule/budget performance. This is because training focuses on planning and control, not execution. Execution accounts for under 5% of the Project Management Body of Knowledge (PMBOK) guide content. The document argues successful project execution is an art, not a science, and that improving execution can boost financial returns by 65% for "best executors." Focusing on on-time and on-budget performance yields more financial gains than other initiatives.
This document provides 12 observations and reflections on successfully managing digital projects from conception to completion. It emphasizes the importance of:
1) Planning for completion and post-completion from the beginning.
2) Setting clear goals and creating a detailed project plan with timelines and dependencies.
3) Establishing a formal project charter and documenting plans and decisions.
4) Communicating regularly, transparently, and using appropriate asynchronous and synchronous tools.
5) Reviewing and revising plans iteratively as the project evolves and releasing components early and often.
The document provides an overview of the planning process, including the key elements to address in a plan. It discusses vision-based planning and real-time planning approaches. Vision-based planning involves 6 stages: identifying a vision statement, establishing goals, creating objectives and strategies, implementing action plans, evaluating and evolving plans. Real-time planning allows for flexibility. The document also covers phased approaches to planning including calendar-based, theme-based, and business-based phasing.
Jerry Walker presented at the Scrum Day TC 2015 on responding to change over following a plan. He discussed how this fourth Agile value makes people uncomfortable but is important for adapting to today's complex environment. Walker explained that plans should focus on near-term details and overall vision, allowing flexibility. True adaptability requires both empowered teams and central communication forums. Following Agile principles like frequent collaboration and reflection helps teams respond effectively to changing needs.
Most traditional methodologies hold that a business case is something that a project manager inherits and that its responsibility sits with a sponsor, project executive or even a governance board of some sort. However the project manager can, and should, play a critical role in assessing and critiquing the business case to guard against project failure..
Only in fairytales are emperors told they are naked3gamma
The document discusses project governance and why it often fails. It provides two approaches to implementing effective project governance - a top-down approach where a small senior board makes decisions, and a bottom-up approach that focuses on common metrics, maturity, and early intervention. Both approaches aim to identify and stop failing projects early. Effective governance requires frank discussion and honest assessment of a project's likelihood of success.
Small Business Survival Guide: 28 tips to unlock you own success story [eBook]Line//Shape//Space
The document provides tips for small business survival organized into chapters on management, money, operations, marketing, clients, and growth. Some key tips include having a business plan with SMART goals, differentiating your business, managing your time well through delegation, embracing social media and developing a strategy, understanding customers well, and staying in touch with clients between projects. The overall message is that small businesses can succeed by focusing on the fundamentals of good management, financial practices, operations, marketing themselves effectively, serving customers, and planning for growth.
The document discusses developing a future-back vision and strategy for leading an organization. It provides the following key points:
1. Future-back thinking involves envisioning your organization's best possible future and working backwards from that vision to develop a clear strategy and goals for the present.
2. Developing a vision involves exploring potential futures, threats, and opportunities to determine the desired future state of the organization.
3. Converting the vision to a strategy involves outlining three portfolios: the future state, innovation initiatives, and necessary investments.
4. Implementing the strategy requires programming organizational components like roles, structures, and processes to protect innovation efforts and incentivize learning.
The document
Visual project planning techniques can significantly increase the odds of project success. Some key benefits of visual project planning include effectively planning each stage in advance, easily navigating complex problems, aligning stakeholders, and gaining a clear perspective on goals and steps.
The document discusses various visualization tools that can be used at different stages of project planning and execution, including mind maps, concept maps, affinity diagrams, starbursting, fishbone diagrams, and Gantt charts. These tools help with tasks like brainstorming solutions, prioritizing options, defining project requirements and scope, organizing resources and teams, and building project schedules. The techniques provide effective solutions by promoting clear communication among stakeholders and helping projects stay on budget and within constraints.
Film Production Business Plans (intro only)ncberns
The document provides guidance on creating a business plan for a film project. It discusses the overall structure of a business plan, including a table of contents. It emphasizes that a business plan is meant to validate the business model and explain how the project will earn a profit for investors. It also notes that business plans have legal and regulatory requirements when being used to raise funds.
Microsoft's vision is to help individuals and businesses realize their full potential. Its mission is to empower every person and organization on the planet to achieve more. The author provides an analysis of these statements and suggests improvements. For the vision, the author recommends including details on the company's target market and direction. For the mission, the author suggests specifying how Microsoft will achieve its vision through rapid innovation. The author also outlines key components of effective vision and mission statements.
DMO Advanced 2022: 30 Tips for Better Performing ContentJustinCoons1
This document provides 30 tips for creating content that performs well in search engines. It begins by recommending starting content planning with user personas rather than keywords. It then discusses categorizing content topics, building an intuitive information architecture, writing strategies like outlining with Thruuu and using GPT-3 for drafts, customizing analytics, and maintaining content over time. The goal is to understand users, create helpful content, and continuously optimize performance.
Similar to Project Planning: How to Achieve the Impossible (20)
The six step guide to practical project managementMindGenius
The six step guide to practical project management
If you think managing projects is too difficult, think again.
We’ve stripped back project management processes to the
basics – to make it quicker and easier, without sacrificing
the vital ingredients for success.
“If you’re looking for some real-world guidance, then The Six Step Guide to Practical Project Management will help.”
Dr Andrew Makar, Tactical Project Management
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2. 1
FAIL TO PLAN, PLAN TO FAIL
(SO PLAN TO SUCCEED)
Nobody launches a new project and
intends for it to fail. But time and
again projects do fail, for a vast
range of reasons.
For people in charge of projects, big
and small, it may seem that the stakes
are high, and often they are.
But there are ways of stacking the
odds in your favour. Among the most
important is resisting the very human
urge to jump straight in. Good planning
is vital for success.
In the following pages you’ll discover
the five steps that will ensure that
your planning hits the mark to deliver
successful projects.
RESIST THE VERY HUMAN
URGE TO JUMP STRAIGHT
IN. GOOD PLANNING IS
VITAL FOR SUCCESS
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3. As the track dust settled and the
jubilation subsided, Scotland’s public
funds watchdog, Audit Scotland,
stepped in to give its assessment.
And it was good. In fact, it was great.
Not only were around 1.2 million
tickets sold, but, in the end, the
Games were also delivered under
budget, with £34 million left in the pot.
Audit Scotland identified many reasons
for the success, but chief among them
was that “a shared vision agreed by
the strategic partners allowed partners
to work towards a common objective”.
Whether your project is a colossal
celebration of sport or a small product
upgrade your starting block will be the
same – you’ll need to figure out what
you want to achieve.
2
UNDERSTAND WHAT
YOU WANT TO ACHIEVE
So your organisation has spotted
a need, perhaps to improve a
product or service, or even launch
something new. It’s easy to get
carried away and jump straight in.
But you should stop and ask yourself
one simple question: Why? What do
I expect to happen after investing
considerable time and effort on this?
What does success look like?
For a sense of this success, you
can look back to a wet night in
August 2014 in Glasgow. Despite
the rain, the thousands of fans
who congregated in Scotland’s
national stadium, Hampden Park,
showed no signs of the weather
dampening their spirits. If anything,
the roar of the crowds at the final
events of the 2014 Commonwealth
Games must have given the
organisers confidence that the
competition was surely a triumph.
STEP 1: Create the guiding light
“A SHARED VISION
AGREED BY THE
STRATEGIC PARTNERS
ALLOWED PARTNERS
TO WORK TOWARDS
A COMMON OBJECTIVE”
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4. 3
It may seem obvious that you need
to establish your overall objectives,
but not everyone is doing it properly,
according to survey results published
by the Project Management Institute
(PMI) in its 2015 report Pulse of the
Profession. The PMI looked at the
reasons for the projects of its member
organisations failing in the previous 12
months. It discovered that the primary
reason in 30 per cent of cases was the
absence of an adequate vision or goal
for the project.
Some may call it a vision or a
guiding light, but, when you boil
them down, they do the same thing.
It’s a statement that reflects the
core of your idea, and it’s worth
spending time crafting this guiding
light into something meaningful
that reflects the core of your
idea in simple language.
This is what will win hearts and
minds. But, crucially, it can also be
used as a reference for decision
making further down the line.
Let’s say the chief executive wants
the new product you’re working
on to include an extra feature,
but you think that it isn’t in keeping
with the scope of the project. You can
simply point to the vision and ask:
“Does your request fit with this?”
OF PROJECTS FAILED,
PRIMARILY DUE TO
INACCURATE VISION
OR GOALS
Source: PMI
30%
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5. WHAT TO CONSIDER FOR
YOUR GUIDING LIGHT
PROJECT TEAM
TIMESCALES OBJECTIVES
REASON, NEED,
RATIONALE
ASSUMPTIONS
CONSTRAINTS
KEY
REQUIREMENTS
EXPECTED
OUTCOME
4
Create a guiding light for success
Discover how to get started
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6. 5
DON’T LEAVE ANY
STONE UNTURNED
Ever heard the phrase: “There’s no
such thing as a wrong answer”?
Well it’s worth bearing that in mind
when you’re gathering together
information during the planning
phase of a project.
You’ll need to identify key players
in the project and, where possible,
get them all together physically or
virtually. In reality, getting a full
house may not be possible, so you
may need to catch up with some
people individually.
At this point there should be no filter
– every point is valid, every idea has
a place. Encouraging a free flow of
information should be your main
goal. And don’t forget to capture
expectations and assumptions as
well as requirements. You’ll need
to manage all of these during the
life of the project through effective
communication (more on that later).
“EVERY POINT IS VALID,
EVERY IDEA HAS A PLACE.
ENCOURAGING A FREE
FLOW OF INFORMATION
IS YOUR MAIN GOAL. AND
DON’T FORGET TO CAPTURE
EXPECTATIONS AND
ASSUMPTIONS AS WELL
AS REQUIREMENTS”
STEP 2: Capture requirements, expectations and assumptions
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7. 6
According to reports from the BBC, the
problem was due to the rail operator
RFF giving the wrong dimensions to
the train company. The measurements
were for stations built 30 years ago,
but there are plenty more stations
that are 50 years old, and they had
wider platforms.
It’s likely that this could have been
avoided with one simple “I should
mention...” (or “je dois mentionner”),
but that means getting the right
people involved. You should create
the right environment to encourage
people to share, so you can tap into
the deep reserve of their collective
knowledge and experience.
France’s national train operator
SNCF certainly knows how it feels
to have missed a crucial piece
of information after hitting the
headlines in 2014. It launched
a €15 billion makeover of the
country’s regional express trains,
which included a fleet of shiny
new rolling stock. Any commuters
waiting excitedly at platforms for the
new carriages to arrive would have
been disappointed. It turned out
that the trains were delayed –
because they were too wide for
some 1,300 platforms – which
then needed to be ‘shaved’ at a
considerable cost to the state.
€15 BILLION
FRENCH RAIL OPERATOR
SNCF’S INVESTMENT
IN NEW TRAINS...
WHICH WERE TOO BIG
FOR PLATFORMS
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8. WAYS TO GATHER
REQUIREMENTS
PROTOTYPES
MIND MAPPING FOCUS GROUPS
INTERVIEWS
QUESTIONNAIRES
GROUP
CREATIVITY
BRAINSTORMING
FACILITATED
WORKSHOPS
7
Gather your requirements
Discover how to get started
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9. 8
SORT THROUGH WHAT YOU
NEED (AND DON’T NEED)
So you’ve gathered a gold mine of
information from the people who
matter. It’s now time to dig into the
information to figure out what’s
precious, and what isn’t worth
its weight in gold.
In other words, what do you need to
deliver? The simple way of thinking
about your deliverables is to take
everyone’s requirements and
measure them against your vision.
You’ll start by taking the wish
list, prioritising it and focusing on
everything you absolutely need.
And this is a chance to decide on
what won’t make the cut. This
list of deliverables will give you
your project scope.
You’ll then need to let your
stakeholders know what you’ve
decided and why, again using
the vision to help justify your
decision and to get agreement
from all parties. By managing
expectations you’ll avoid lengthy
confusion at the delivery stage
when the CEO is wondering where
that exciting idea of theirs went.
“THE SIMPLE WAY OF THINKING ABOUT YOUR
DELIVERABLES IS TO TAKE EVERYONE’S REQUIREMENTS
AND MEASURE THEM AGAINST YOUR VISION”
STEP 3: Decide on the deliverables
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10. 9
By communicating the scope to the
stakeholders, this is also a chance
for them to spot any gaps. Despite
the best efforts from the best minds
in your organisation, some things can
be missed, but as you build up an
understanding of how the project will
develop, those missing links should
become more visible.
What you’ll be left with is a highly
focused scope. It’s something you
want to get correct up front before
rushing in to kick off the project,
and with good reason, according
to experienced project manager
Dr Andrew Makar, consultant at
Tactical Project Management. “A
project’s scope has a direct impact
on the other two elements of the
project’s triple constraint – time
and resources,” he said. “If the
project team can’t agree to the
scope, the other two elements will
keep changing despite the project
manager’s best intent.”
Imagine the scenario: you’re
building the house you’ve imagined
for years. You’ve saved just enough
to make your dreams a reality.
You’ve got plans which have been
approved and construction is under
way, except you’ve forgotten to add
something at the outset. After a bit
of head scratching and a cup of tea
(or ten) your contractor comes back
with a new cost which is wildly more
than if it was planned from the
start. Your budget’s burst, your bank
doesn’t want to know and you end
up with a shell of a house without a
roof. And you really need a roof.
“A PROJECT’S SCOPE HAS A
DIRECT IMPACT ON THE OTHER
TWO ELEMENTS OF THE PROJECT’S
TRIPLE CONSTRAINT – TIME AND
RESOURCES. IF THE PROJECT TEAM
CAN’T AGREE TO THE SCOPE, THE
OTHER TWO ELEMENTS WILL KEEP
CHANGING DESPITE THE PROJECT
MANAGER’S BEST INTENT”
Dr Andrew Makar, consultant at
Tactical Project Management
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12. 11
PLAN FOR THE BEST,
EXPECT THE WORST
As the saying goes: hope for the best,
but expect the worst. It’s the ‘worst’
part of the equation that you need to
spend time assessing.
Fixating on the negative may not make
you a big hit at parties, or anywhere
really, but it will give you a chance to
put measures in place to help reduce
that risk, whether that’s having some
form of insurance or backup plan.
You’ll have to think about the
risks from inside and outside your
organisation and understand their
potential impact – ranging from small
knocks to the timetable to cataclysmic
changes in the marketplace that
makes your project irrelevant.
“IDENTIFYING RISK STILL
ISN’T SECOND NATURE
FOR EVERYONE MANAGING
PROJECTS”
STEP 4: IDENTIFY THE RISKS
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13. 12
and risks not being properly defined.
You would have thought that, over
time, the value of identifying project
risks would have been more widely
embedded, but actually the reverse
is happening. The report points out
that “64 per cent of organisations
report the frequent use of risk
management practices, down from
a high of 71 per cent in 2012”.
It goes on to say that: “83 per
cent of high performers report
frequent use of risk management
practices, compared to only 49
per cent of low performers.” In
other words, identifying risk still
isn’t second nature for everyone
managing projects.
For example, it’s worth keeping a
watchful eye on the ‘enemy within’.
Are there cultural issues in your
organisation or even office politics that
could throw a spanner in the works?
The day-to-day risks could range from
recruitment delays to a lack of training
on new technologies. And then there
are the bigger issues that you’ll need
to keep in view, such as the possibility
of funding drying up or suppliers not
delivering on time. And you may even
want to think about the impact of
global catastrophes, such as Ebola
outbreaks or hurricanes, if your project
relies on areas of the world where
these are possibilities.
According to the PMI’s 2015 Pulse of
the Profession report, of the projects
that failed in the last 12 months
30 per cent were due to opportunities
OF HIGH
PERFORMERS
REPORT FREQUENT
USE OF RISK
MANAGEMENT
PRACTICES
Source: PMI
83%
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15. KEEP THE PEOPLE WHO
MATTER IN THE LOOP
And you’ll want to keep them in the
loop regularly. Their involvement
can help you make the right
decisions, so you can ultimately
deliver a successful project.
You’ll also have to make
sure that you are bringing
as much clarity to your
communications as
possible, and pitch
the right level of detail
to the right stakeholder.
For anyone in doubt about
the value of crystal clear
communication at the start and
throughout the life of a project,
here’s one sobering fact – one
out of five projects fail due to
ineffective communications,
according to PMI’s Pulse of the
Profession report.
To have a fighting chance of success,
the most crucial information
you’ll want to communicate with
stakeholders is the scope – what
you are planning on delivering.
1 IN 5 PROJECTS FAIL DUE TO
INEFFECTIVE COMMUNICATIONS
Source: PMI
STEP 5: Communicate clearly throughout14
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16. Plan your communications
Discover how to get started
PROJECT STAKEHOLDER
COMMUNICATION PLAN
• FULLY ENGAGED
• GREATEST EFFORT TO SATISFY
• MANAGE CLOSELY
• KEEP SATISFIED
• DON’T BORE WITH MESSAGE
• KEEP INFORMED
• GIVE ADEQUATE INFORMATION
• ENSURE NO MAJOR ISSUES ARISE
• HELP WITH THE DETAIL OF
THE PROJECT
• KEEP INFORMED
• MONITOR (MINIMUM EFFORT)
• DO NOT EXCESSIVELY
COMMUNICATE
LOW INTEREST HIGH INTEREST
LOWPOWERHIGHPOWER
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17. THE 5-STEP GUIDE TO PLANNING
SUCCESSFUL PROJECTS
www.mindgenius.com
STEP 1.
Create the guiding light
Understand why this project is needed and create a guiding
light so everyone can work toward a common goal.
STEP 2.
Capture requirements,
expectations and assumptions
Identify and involve the right people and comprehensively
gather their requirements, expectations and assumptions.
Encourage a free-flow of information from stakeholders so you
don’t miss a thing.
STEP 3.
Decide on the deliverables
Take the wish list from stakeholders and measure it against
the vision to determine what the project needs to deliver (the
scope). Agree it with your stakeholders.
STEP 4.
Identify the risks
Take the time to find out the risks to your project. Involve your
stakeholders to draw from their collective knowledge. Look at
internal, external, technical and project management risks.
STEP 5.
Communicate clearly throughout
Communicate with stakeholders with the right frequency
and at the right level throughout planning and beyond to get
information, spot gaps and get agreement on everything from
the vision to the scope.
HIT THE LAUNCH BUTTON
Discover how to get started
16
19. PLAN FOR PROJECT SUCCESS
Make the complex simple with MindGenius, an intuitive
planning tool for people who manage projects.
Capture and organise your project needs to create a
plan that works, present it effectively to get the people
who matter on board and control your project through to
a successful completion.
For projects, it’s the start of something special.
www.mindgenius.com/plan