Entries by tenstepadmin

Four Responsibilities of Executives on Projects

Four Responsibilities of Executives on Projects An executive has administrative or supervisory authority in an organization. That authority is used in a number of ways on projects. An executive is typically responsible for the Business Case of a project, which is used to determine whether the project should even be started. Once the project is […]

Create Schedule Management Plan

Create Schedule Management Plan The Schedule Management Plan describes the process used to develop and manage the project schedule. Not all projects need a Schedule Management Plan, but if your project has a complex schedule that requires special handling, you may find this plan helpful. The components of the Schedule Management Plan can include: Roles […]

Mistake #5: Poor quality leads to poor results

Mistake #5: Poor quality leads to poor results Like the other common project management mistakes we have looked at, problems with quality show up in a number of areas. For instance: Rework. Rework means that you have to fix a deliverable that you thought was complete. Rework is always caused by flaws in your quality […]

Five Options for Project Start Dates

Five Options for Project Start Dates One of the characteristics of a project is that it is a temporary endeavor. In other words there is a start and end-date. This seems simple enough until you start to try to define exactly what these dates mean. Is it after the Project Charter is signed? Is it […]

Seven Components to a Risk Management Plan

Seven Components to a Risk Management Plan The Risk Management Plan describes how you will define and manage risk on the project. This document does not actually describe the risks and the responses. This document defines the process and techniques you will use to define the risks and the responses. The information in this plan […]

Five Project Management Mistakes

Five Project Management Mistakes Mistake #3: Not Keeping Schedule Up-to-Date Many project managers create an initial schedule but then don’t do a good job of updating the schedule during the project. There are trouble signs that the schedule is not being updated. The project manager cannot tell exactly what work is remaining to complete the […]

Root Cause Analysis

Managing issues is an important part of project management. Sometimes when you try to resolve a problem, you find that what you thought was a root cause is really a related symptom, not the actual cause of the problem itself. Consider the following example. Root Cause Analysis A plant manager walks past the assembly line […]

Proactively Manage Project Resources Without Authority

Proactively Manage Project Resources Without Authority If team members are missing their deadlines you must first try to determine the cause. For example, if it is due to a lack of skills, this should be addressed through training or replacement resources. If it is because they do not fully understand the expectations you have, then […]

Schedule Estimating Threshold

Schedule Estimating Threshold When you create a schedule you generally don’t know enough to enter all of the detailed activities the first time though. Instead, you identify large chunks of work first, and then break the larger chunks into smaller pieces. These smaller pieces are, in turn, broken down into still smaller and more discrete […]