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Project Management Primer
How To Stop Pulling Your Hair Out Trying To Learn How To Manage Projects. Anyone can learn and apply this Toolkit...
...from rookie project team members to veteran business managers who are seeing amazing results directly due to my advice, tactics and strategies.
I Will Show You An Easy Step-By-Step Toolkit Including an astounding 14 Hours of VIDEO and You get 524 pages packed with 368 full color diagrams, and 25 exercises to support your learning of new skills and techniques.
I also reveal the techniques and tricks of the trade used by the Most Accomplished Project Managers.
Download this VIDEO based Self-Paced course That You Can Learn From In Your Spare Time AND An Obscenely Simple Way To Fast Track Your Career and Salary - particularly in a Recession!
Unravel Project Management Secrets with my New Project Management Primer Toolkit Learn What The Best Project Managers Know, Say and Do For more information Click Here
So here is a test blog from the nephew of Dave Litten - I'm nicknamed CDN from the esteemed Uncle and I will leave it up to you to decipher this little puzzle and figure out the etymology of the C.D.N.
As an computer chap - or geek as I'm frequently described - it's been a pleasure setting up Uncle Bucks website...
At the ripe old age of 62, I have at last been converted into a Grandad!!
My Son Matthew and his lovely wife Hannah have presented me with a Grandaughter - Florence Litten. She was born yesterday, 15th January 2009 at 11:15 am weighing 7pounds and 14 ounces. Luckily for Matthew she has her mothers beautiful blue eyes!
My job on this planet is now complete - two generations of Litten genes unleashed upon the world.....
Creating and agreeing the REQUIREMENTS for a project are only part of the story (what the project is going to do - an important part!)
It’s equally important to agree what the BOUNDARIES are of any undertaking and these must show what the project is NOT going to do.
These elements are bound together and are called the Project Scope Statement which details the project objectives, end-products (deliverables), and requirements. The Scope must be agreed with all concerned, and used to create the project plan ‘baseline’. Once agreed, the scope sets the expectations of all stakeholders so they are clear about what they are going to get when the project is finished.
When I first started in Project Management, I made the mistake of believing I had to create the Project Plan.
Big Mistake. Whenever creating a Plan, the Project Manager should see themselves as a facilitator and owner of the plan - not an 'expert'. Your project is highly likely to fail if you fail to perform project management planning in a team environment. And by team -- I mean every stakeholder - not just the specialists...
Rule Number One...
Never create the Plan in isolation, ALWAYS invite the Team so that the Project Manager
can facilitate the project planning meeting.
One of the key principles for project management success is ensuring that the PM responsibility must be matched by equivalent authority. The PM can’t be made responsible if they don’t have the ‘clout’ to make things happen. Each individual on the project, and that includes the project manager, must be provided with a clear understanding of the Authority, Responsibility, and Accountability given to them so that their work can be accomplished.
The Solution Lies In Design Of The Project Organization.
This article provides the basics of a Risk Management Toolkit For Project Managers.
The task of risk management is to manage a project’s exposure to the probability of specific risks occurring and the potential impact if they did occur. A risk is anything that may or may not occur at some point in the future – and if it should occur, will have an impact on the project in some way.
A few years back, when I was working for a large US multinational in the IT industry, the owner of the Product that I was project managing would create a Business Case after I had created my Project Plan (so they could ‘plug-in’ the project timescale and cost).
The culture was that you needed a Business Case to get through the funding loop, and start the project. Once that was done, the Business Case was ‘reviewed’ (but only to satisfy audit requirements). What took over and dominated the project was the Sales and Marketing Plan. This drove everything.
As long as you ‘got your numbers’ folks got their bonuses.
This is going to be a short article – well, in terms of writing that is.
Dave Litten is an Accredited Prince2 and Project Management Trainer, he also specialises in creating online products for the training and self improvement industry.
