Multifaceted demands on a project manager

Projects are strategic in nature, so are the demands on a project manager. Organizational success, achievement of business goals is directly linked to the successful completion of projects on time, within budget and with quality. The project manager has to cater to the needs of the project, the organization (organizations), industry, professional discipline and across …

The project environment

Enterprise environmental factors - EEF Organizational culture Organizational structure (functional, matrix, projectized, composite)Distribution of facilities and resources Resource availability (manpower, machine, material) Labor lawsPolitical climate Environmental laws Salary structures Transportation facilities Information systems National holidays Work culture Climatic conditions (Weather conditions) Waste disposal norms Trade unions etc.. Can be internal or external to the organization. …

PMBOK structure and Project Success Measures

Projects Projects are temporary endeavors (have specific start and end dates), delivering unique products or services. Project and development life cycles The series of phases a project passes through from it's start to it's completion is termed as 'Project life cycle' . The phases can be sequential or iterative. Within the project life cycle, there …

Portfolio, Program, Projects harmony

What is a project? Projects are temporary endeavors  Produces unique products or services as output Projects are temporary in nature. That means, every project has a definite start date and end date. After the completion of the project, the team is dispersed. Projects deliver Unique products or services as an output. Developing a new online …

Why are the processes in PMBOK numbered from 4 onwards?

The processes in PMBOK are numbered from 4 onwards because chapters 1,2,3 contains the topics given below. The standard for project management The standard for portfolio management The standard for program management Code of ethics and professional conduct Projects Project initiation context Projects, programs, portfolio and operations management Organizational project management and strategies Structure of …

Project stakeholder management

If we can maintain the project stakeholders satisfied throughout the project, then the project is successful. The first step towards this is aggressive stakeholder identification and stakeholder's expectation management. The positive expectations must be maximized where as the negative expectations must be minimized. While the stakeholder register will vary across projects, the following list contains …

Understanding Earned Value Management System (EVMS)

Scope of the project : This project comprises of laying a fence around a square plot of size 1 km on each sides (A,B,C,D). Each side has a budget of 1000. The work is supposed to get over on the 4th week. The surveyor is conducting the survey to assess the progress after 4 weeks …

Multi dimensional risk analysis for PMP

Here is a multi dimensional risk analysis for the PMP credential from the industry, trainer, PMP aspirant perspectives with an intent to communicate an independent and unbiased view.  Industry related risks  The risk - There is a wide spread rumor about PMP credential as a product, which has reached the end-of-life stage in the product …

AACEI’s TCM vs PMI’s PMBOK

One of the things that drew me to WRENCH was its insistence on standardization. As someone who has long been immersed in PMI and AACE (the top two industry-wide standards of our time), I was delighted to meet someone who shared my view, namely, that standardization is perhaps the most overlooked yet most critical success …

PMBOK Definitions #2