This is part II of my list. Don’t forget to check back at Part I. Again, I am grouping these into topical areas, and adding another bonus term. Continuing on with number 6:
- Stakeholders – Loosely defined as a client or other individual that is invested in a project. I have always looked at stakeholders as anyone that can benefit from the successful implementation of a project. This could be the client, end users, even the project team. Stakeholders often hold the funding for a project, and for this reason alone, they are essential for the success of a project. In addition to that, project outcome is typically based on the requirements dictated by them or their team.
- Earned Value Management – EVM is the practice many Project Managers use to demonstrate the status of a project that goes beyond the traditional stop light method (red, yellow, green.) This uses multiple variables to provide a more accurate accountability on the status. Costs and schedule play a big factor in the calculation. For more information on this topic, see my blog, “Easy EVM.”
- Risk/Risk management – Risk management is a topic covered in many forms across many industries, but in project management, we not only try to document and avoid risk, but we in many cases leverage risk to gain from it. An example of this might be to purchase equipment or supplies well in advance of the requirement of a project under the expectation that the price will go up.
- Scope Creep – This is a very common occurrence on many projects. It can be slight such as the alteration of a minor field on a minor form in a software design, or the modification of an entire portion and function of the design. Scope creep usually has “uncontrolled changes” as part of its definition. This is a clear part of the definition because, with proper change management, a project can go through multiple modifications and end up being different that initially conceptualized, yet still meet the final project goals. Additional information on this topic is in my blog post, “Banish the Creep.”
- Change Management – I end with this one because it is a core factor in project management. Projects now have to be agile, lithe, and nimble. With technology, quick delivery requirements, and new methodologies, it is important that we put in place a sound change management practice. All parties involved in a project must adhere to this method. Otherwise, we have project creep. The lack of change management also means that there will be misunderstandings and a project going off track.
Kickoff Meeting – Nothing to do with football other than to indicate that this is the meeting that starts, or kicks off the project. Attendees can vary, but you, at a bare minimum, need key stakeholders such as the project sponsor, Project Manager, and the project team. Often, it is relevant to bring in some subject matter experts at this time to offer any insight prior to getting started.
As always, comments and feedback are welcome. You can direct your questions and comments to firstname.lastname@example.org or call the main line at 301-360-0001.
JEFF L. CHAMBERLAIN, PMP | Project Manager
Jeff comes to KTL Solutions with an extensive background in healthcare IT, technical consulting, and telecommunications. He has been a project manager for almost 20 years, holding certifications from the Project Management Institute as a Project Management Professional, from the Management and Strategy Institute as a Six Sigma Lean Professional, and he holds a Scrum Master Certification from the Scrum Alliance. He has managed both hardware and software implementations for both the government and private sectors, in industries such as healthcare, insurance, telecommunications, staff augmentation, supply chain and shipping.
Jeff has provided training for clients globally, working in Europe, Russia, North and South America on various topics from system optimization to wireless theory and design. He possesses a Bachelor’s Degree in Technical Writing from the University of Baltimore.