Category: Project Management
1. Risk Management Will Become A Buzzword Of 2016
With the increase in globalization in the project management industry, we are seeing projects impacted by the likes of industrialization, weather, and even terrorism on our day-to-day lives. With the growth of Agile, project managers can begin to leverage risk analysis and become more proactive in their responses. There are many tools to choose from in the market place, but the skilled professional will constantly sharpen their skills in order to prevent or leverage risk.
Do you ever feel out of control of your project?
Over the past 27 years, I have worked on over 500 large scale projects. Within these 500+ projects, I have taken an interest in listening to client’s and other project professional’s previous experiences about projects that have gone bad. In these conversations, we can learn from failures and plan for better success in the future. But to be quite honest, I will do anything I can to prevent a project that I am working on from “going bad”. With that being said, there are some things that are outside of my control. As much as I want the project to be successful—I do need the client to be in control of the right things.
Requirements are an essential part of any software project and the foundation on which all projects should be built. The gathering of and compiling of requirements for a software project is very much a partnership between the user of the software and the developer. Obviously the customer or software user needs to communicate to the developer what they need, but at the same time the developer needs to be able to anticipate needs and ask the right questions during the requirements gathering phase of a project.
How does your end-user derive true value from the product/service you provide? The end-user doesn’t care too much if the product/server was delivered within budget or on-time. They are most concerned and get the best benefit as long as their requirements have been met in its entirety.
In my formative years as a business analyst, I was once summoned by my project manager into the war room while working on an eCommerce project for one of my company’s high profile clients. We were about 2 months away the launch date and the PM asked us for the critical path. My first question (to myself) was, “what in the world is a critical path and why is the PM asking me this.”
Here is how I interpreted that question, “well.. the project is critical to my organization, it is critical to succeed, so everything on this project is the critical path”.
The 3 main implementation strategies that I have used over the years have been:
- Parallel Run
- Big Bang
- Phased Approach
Proactively evaluating and selecting the appropriate ERP implementation strategy that fits your business and your individual risk tolerance is vitally important and is as much an early decision gate as it is to select the correct ERP solution for your business.
What constitutes a project in the real sense of the PMI:
- Projects are always temporary in nature, therefore, they have a start data and an end date.
- Projects are unique in nature and do not include repetitive actions because that was the case it would be deemed a routine operation.
- Projects also must have specific goals and milestones that need to be delivered and met.
On any complex ERP project the risk is not if you will encounter conflict but when you will encounter it. Conflict on a project is imminent and if handled and facilitated correctly can lead to the surfacing of new ideas for the issues on hand. Therefore, some conflict can lead to actually improving your project delivery.
Some major contentious issues that lead to conflict on an ERP project are: