Having recently addressed the AACE International Western Winter Workshop, I am heading for Canada on a new consulting engagement. Likely, we will have some additional posts and details at a later time. The press of business has reduced our recent posting activity. Given this trend and the large number of new visitors to this blog, we will repost some of the Subject Series Summaries.
This McLaughlin & McLaughlin‘s Project Professionals summary update provides readers with an overview of prior posts and provides a baseline for future posts that will follow on a timely basis. This Subject Series, PROJECT MANAGEMENT CHALLENGES was posted during June through September 2011. Since that time, blog readership has increased significantly.
This summary is very brief and simply serves as an index for readers to follow. More robust summaries are provided in the June summary. Of course, detailed descriptions are contained in the individual posts.
Ideally this Subject Series provides a starting point to investigate best practice on many planning and execution features of project management.
Introduction (Part 1) – This post is the first in a series of discussions regarding challenges being encountered in current project management. This post introduces the topic and sets the framework for ongoing posts on individual challenges. This series is intended to draw upon many sources within the project management discipline or profession.
Project Initiation (Part 2) – This post addresses the starting point or initiation of the project. This is a crucial challenge. The initiation process (getting started formally) requires two processes and deliverables/outputs (see PMBOK® and Kerzner). Both processes are discussed.
Project Initiation Lessons Learned (Part 3) – This post addresses the starting point or initiation of the project. The study of lessons learned creates relevance and importance in (sometimes) abstract concepts. It answers queries regarding the practical side of the issue. There is a famous quote out there that talks about those that refuse to study history. It is suggested that you avoid reliving the mistakes experienced by others.
Project Planning Process (Part 4) – This post addresses the project planning process. This is a crucial challenge and the importance of this process cannot be overstated. A logical and often asked question is along the lines of “Why plan?” as it can be complicated, time-consuming and aggravating. There are several key benefits to planning. These benefits are discussed.
Project Management Plan (Part 5) – This post addresses the Project Management Plan [also known as Project Execution Plan, Project Plan and other titles]. The Project Management Plan can consist of several pages of information and direction or a bookshelf full of many volumes of documents. These many volumes can have a hierarchical structure. PMBOK® provides guidance regarding this deliverable/work product. The Project Management Plan is also known as Project Execution Plan, Project Plan, and other similar titles.
Project Planning Issues (Part 6) – Planning the project properly, documenting the plan professionally and then implementing the plan successfully are likely the source of most project success and failure outcomes. While project planning is one of the most fundamental skill sets in project management, the requisite processes and actions are not well developed or successfully implemented.
Project Planning Lessons Learned (Part 7) – Learning from the experiences of others is an effective method for skill set development. Many organizations that use project management on an ongoing basis close out projects with a compilation of “lessons learned.” These firms have found value in studying the issues that have emerged in the past.
Project Planning Lessons Learned STAKEHOLDER MANAGEMENT (Part 8) – This post continues the focus on issues in planning and problems that have their source or root cause in planning. The subject is Stakeholder Management. The use of team and stakeholder workshops can be an effective mechanism for aligning, selling and implementing the Project Management Plan. Obtain an audience with all stakeholders. Start with the Project Sponsor. Sell the Project Management Plan in detail.
Project Planning Lessons Learned RESOURCE REQUIREMENTS (Part 9) – This post continues the focus on issues in planning and problems that have their source or root cause in planning. The subject is Resource Requirements. In this regard, the post will focus on human resources or staffing.
Authoritative information and guidance regarding project management comes from many sources. A few that may be obvious include:
- Project Management Institute [PMI]
- Construction Industry Institute [CII]
- The Chartered Institute of Building [CIOB]
- Association for Advancement of Cost Engineering International [AACEI]
- Many colleges, universities, community colleges, trade schools and other educational organizations.
Sources that are used in these posts include:
- PMBOK®
- Project Management, A Systems Approach to Planning, Scheduling and Controlling; Doctor Harold Kerzner
- GUIDE TO GOOD PRACTICE IN THE MANAGEMENT OF TIME IN COMPLEX PROJECTS; The Chartered Institute of Building [CIOB]
Going forward, we will post other features of PROJECT MANAGEMENT CHALLENGES.
My we wish you the best of luck and let us all attempt to confront and deal with Project Management Challenges. It is crucial that recognition and anticipation of these issues occur during initiation and planning. However, the recognition and management should continue through execution, controlling and closeout.
Please note that McLaughlin and McLaughlin [M&M] is not a law firm and is not intending to provide legal advice. M&M is a consulting firm providing (among other services) non-legal expertise in dispute resolution and litigation support. The Resource Center is for the convenience of blog visitors and M&M does not offer this for commercial purposes. For further information on M&M services, please see www.McLaughlinandMcLaughlin.com.