Project Management Companion

Composing a scope of work document is a fine art, ensuring that all the relevant stakeholder information has been captured to ensure the project delivers on the requirements. The scope of work or statement of work (SOW) as it is commonly known. Is an agreement on the work to be performed on the project. It includes the timeline the project will follow, as well as important and critical milestones and different types of reports that are needed and specifically who those reports go to. To achieve this it is best to use an established template , and most templates include these things: the glossary, a glossary of terms defining what the terms are that will be referenced in the SOW. Also, the problem statement, some more detail about the problem and what is being solved. It also includes the goals, objectives and deliverables that are being produced. It also includes any kind of administration information about the project as well as the timeline. Remember to be specific, especi

Risk in projects is inevitable, and it is how they are treated and mitigated which can influence success. Risk management is a routine used by project managers to minimize potential problems that can affect the project. Risks are possible events that can impact resources, processes, technology, or project participants during the system development lifecycle (SDLC). The results of risk are often unclear before it strikes. Through risk management, threats can be estimated beforehand and control measures put into place if necessary. Risks can arise from anywhere in the SDLC. Even as organizations venture into new projects, there is a need to monitor the ones in operation. For this reason, risk management is continuous . Risk assessment and management can be made less tedious by creating a risk management protocol. It may comprise of a consistent set of tools and templates as well as training of project participants. By embedding risk management into a daily routine, the com

If you are spending a lot of time in meetings, then it would be a good idea to try and get the most out of them. It is well known that meetings for meetings sake is a waste of time, erodes productivity and hence becomes a liability. However, meetings which are constructive and produce results are invaluable, but how is that fine balance achieved?   A project management meeting can be divided into three parts, one that obtains a result before the meeting commences the contents of the meeting and finally the actions from the meeting. Being prepared for the meeting is the first step, once the meeting invite is accepted, then make the most of any available time leading up to the meeting to prepare. This will ensure that time is being used to good effect. Read the agenda and any accompanying documentation; think through which parts are relevant and where more information is required. This may seem “common sense”, but it is a surprise on how this simple step is often missed. The fol