In project management, success is too often defined by deliverables: the “what” we produce. But organizations don’t invest in projects for the what. They invest for the “why”: the outcomes, the impact, the value.
A project would never be successful if our stakeholders were not committing to the projects.
It is not essential an agency having a clear process on managing resources man-hour, which shaped the project budget, incurred cost and even resource management. And, ultimately it leads to a better calculation on gross profit.
Status report is always a critical document that allows you and your team get aligned. We have to let the team know what is happening and what will be happening.
At the project planning stage, we will start from forming the project team and define the ground rules for the team to follow. And, finally get the consensus of the team on the detail project plan.
Project initiation can mean different to different organizations in terms of details. However, I would simply identify it as everything that occurs before a project is approved for detail planning.
It is quite usual that people mix up Project Manager and Scrum Master. Some may think the two are interchangeable, and some may simply interpret a project manager working in scrum team is a scrum master. In fact, they are two different roles.
It did not take that long when I worked with the team to estimate the story points. Indeed, the process to determine whether the stories are small enough, is actually an estimation process, you just do not have a number to each story separately.
Being a project manager role for years. Even sometimes I may forget the fundamental concept when I am asked to “follow up a project”, while the “project” may not even fit into the definition of a project.
