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Learn how to manage projects successfully in 1 hour

Posted on November 20, 2019 | Leave a comment

Start managing projects successfully in just 1 hour.

GUARANTEED

IT organizations have poor track records in managing projects successfully, and this UNDERMINES IT CREDIBILITY. To be successful, you have to be credible and the path to IT credibility is delivering projects successfully.

You don’t need a robust methodology, project management certification, or fancy tools to manage projects successfully. What you do need is a practical process, a little knowledge, and a few tools THAT WORK!

This is exactly what I’ll give you in a 1-hour training video.

Use my proven project management process and fundamentals and you will deliver your next project successfully — GUARANTEED!

That’s right, I’m so confident I can teach you how to manage a project successfully in just 1 hour that I’ll return your money if you aren’t 100% satisfied. No theory, , , just simple and straightforward steps that anyone can use to achieve project success.

3-part program designed to teach you quickly including step by step instruction on how to do everything required to manage a project successfully:

Quantifying project objectives and deliverables
Defining resource requirements
Developing a project budget
Calculating Return On Investment (ROI)
Creating and managing a project schedule
Organizing a Project Kickoff Meeting
Holding effective Project Status Meetings

All of this is much simpler than you might think. Once you know what to do and how to do it plus have tools that work, you will be able to succeed.

And when you start delivering projects successfully, it will separate you from others and BOOST YOUR CAREER just like it has done for me.

PLUS A BONUS – my book, IT Project Management: a practical approach and project management schedule templates you can use immediately.

TAKE ACTION NOW

CLICK the PURCHASE BUTTON below
and start managing your projects successfully!

A) 1-hour “How To” video on managing projects successfully
B) E-Book – IT Project Management: a practical approach
C) Project scheduling template that I use all the time
D) Sample system conversion project schedule

Project scope creep is going to get you

Posted on August 31, 2011 | 1 comment

Do you know what “project scope creep” is?

Who do you think are the main cause of scope creep in your company?

Scope creep happens after you define the scope and deliverable of a project and make a commitment to deliver it. As your team works on the project, over time you discover your client’s expectations of what you will deliver has increased, , , in some cases quite substantially more than what the original project scope was defined to be.

Here is an example. Your original project to develop a new software feature was going to take 300 hours but 60 days into the project the client thinks you are going to develop functionality that will probably take 500 hours, , , your project has mysteriously grown by 40%.

As a result, your project will not be successful, , , you will either deliver less than expected or you will complete the project much later than expected.

Why did this happen and what caused this huge increase in scope, , , better yet, who caused it?

The phenomena of scope creep comes back to “who caused it”. Most think the client is the culprit.

It’s usually not the case, , , most of the time scope creep is caused by your own IT people. That’s right, , , we are the primary cause of scope creep. It is like “shooting ourselves in the foot”.

Here is what happens. Your people, in this case programmers and business analysts, are very bright and conscientious people. They want to do a good job for your clients.

As they begin working on a software feature enhancement to address a client issue, they think of things that could make the product even better, , , little things, mind you, , , but great ideas that will help the client beyond the initial scope of what we originally agreed to do.

Before you know it, the client is all excited about what he is seeing and hearing about his new software feature. As parts of the code are completed, more discussions take place because the programmer and business analyst identify additional things that can be done to improve the situation, , , all good things.

The problem is that these “good things” add work to the project and will make the project run longer and cost more than originally planned.

In many cases, these discussions take place in the background and the project manager is not even aware he is literally being set up for failure, , , albeit unintentionally and more of people trying to do good things for the client.

Coach your employees and teach them about scope creep. You want them to be creative and to come up with good ideas, , , you just need them to bring these ideas to the project manager first to discuss them, , , not to get the client all excited and have his expectations get out of line with what has been committed to.

If the idea has value, we will take it to the client together to evaluate the situation. If it has enough value to change the scope of the project, we will do it in a way that will manage the client’s expectations as to delivery date, cost, etc.

Teach your employees about scope creep and ensure they understand there are only two people who can add additional scope to a project, , , the project sponsor or the project manager. All good ideas need to go through one of these two people.

Projects have to be managed and one of the elements of project management is to manage scope creep.