1571 Search results

For the term "Planning".

The Pre-Planning Stage

Sometimes, the most important work is done well before a project even begins–or even before you are planning for the project. The pre-planning stage is a great time for the project to start on the right foot, so keep these tips in mind.

Planning for Fun

As project managers, we are biologically programmed to groan whenever the thought of planning a new project comes up. Which begs the question: Is it possible to make planning a pleasurable experience? (Baby steps, dear readers…baby steps!)

The Cycle of Annual Business Planning

This article will explore how to design an effective and agile planning process that would allow internal groups to adapt and plan for new business priorities, minimize employee burnout and increase the opportunity to maximize the percentage of planned versus implemented features.

Extreme Planning

Planning is too important for the beginning of a project. Instead, planning needs to occur throughout the project and plans need to evolve to reflect the changing realities of projects.

Projected Planning

It’s new, it’s never been done before, and now it’s your project. When trying to plan for something that has no relative history, how do you even begin?

Contingency Planning for the Knowns

Many IT project teams do a good job of identifying project risks and applying associated contingency reserve factors to the project plan. Unfortunately, project teams sometimes overlook the unique challenges that distinguish many applications and affect all projects undertaken in a specific application domain.

Teamwork Starts With Planning

In planning your projects, team members should provide much of the input and begin to define and understand their roles and responsibilities. Then, during execution, they can better focus on developing the end product as they work together, mutally accountable, with common purpose and clear performance goals.

Annual Planning in the PMO

The PMO must have an easy time of annual planning, right? It’s a service function that provides resources based on the overall project portfolio, and the organization determines which projects to approve. Based on those decisions, the PMO knows how it needs to adjust its resource model. But life’s not quite that simple…

Portfolio Planning 101

Project portfolios present a challenge to project managers and PMOs. Established to meet an overall strategic mission with greater efficiency, instead, they often lead to confusion, with conflicting priorities, resource needs and timelines. Navigating this landscape before it turns to chaos requires foresight, ongoing evaluation and careful planning.

Can Workface Planning Boost Your Field Performance?

Across many construction industry segments–and in many parts of the world–labor productivity remains a serious issue, and one of the biggest challenges of the execution phase. Can workface planning help?

Agile 101: Iteration Planning

On an agile project, the workload is determined at the beginning of each iteration. The Product Owner evaluates and prioritizes the work that needs to be done, while the team determines the amount of work they can complete. The iteration planning meeting sets the stage and should be run as a collaborative dialogue.

Governance Planning

Governance is concerned with the best use of an organizations’ resources. Thus, effective IT planning processes are essential. Organizations must gain insight into (and ultimately retain control over) the demands being made on IT.

The Power of Planning

Do project managers really need to plan for project activities? Is it really worth the effort? What do we lose if we simply execute the project? When a PM practices agile and DevOps, do they still need to plan, or do these discourage it? Here, the author reinforces the power of planning.

Succession Planning: Essential for Project and Career Management

People are never interchangeable parts. Yet most organizations engage in little contingency planning for the inevitable human downtime. In this article, the author gives an example of poor planning, raises a reminder to managers and gives some practical steps to mitigate the problem.

Requirements Planning: Faux Pas or a Must?

The reality is that projects are continuously failing due to the questionable process being executed to plan how to elicit, gather and document requirements. Many organizations are not spending time to plan for requirements development. Therefore, it begs the question: Is requirements planning a must?

Essential Project Planning Tools for PMs

In today’s dynamic and fast-paced project management environments, project planning rarely gets the attention it deserves from project managers. In this article, we will look at some of the tools and techniques you can use to prepare a project plan that covers all the bases.

Planning and Managing Development Projects: The Hybrid Way

The risk we take in swearing allegiance to a specific approach is that following the approach often becomes more important than achieving the goal of the project. Let’s explore the merits of using the best of different approaches—and how marrying them into a hybrid model impacts the way projects are planned and managed.

Planning and Managing Development Projects: The Hybrid Way

The risk we take in swearing allegiance to a specific approach is that following the approach often becomes more important than achieving the goal of the project. Let’s explore the merits of using the best of different approaches—and how marrying them into a hybrid model impacts the way projects are planned and managed.

Resolving Resource Constraints in Project Portfolio Planning

Selection of programs and projects in a portfolio (and their start times) should include an analysis of available resources. Otherwise, they can be set up for failure. Resource analysis at this level doesn’t have to be complex—if it is targeted to the most likely area of constraint.

Prototyping for Effective Estimation and Planning

Project estimation and planning in the absence of historical data are always challenging. This article is based on an actual fixed-price software development, called project “X,” for a large telecommunications company in Germany, which was executed between June 2009 and February 2010. The project involved a total of 25 people in two different geographic locations. Because the technology mix involved was new (J2EE/Swing), the project organization did not have any historical data to support the estimation process. The actual results were very close to the estimates, with 98% accuracy, and the project was delivered on time and within budget.

Planning for Requirements: Three Keys

Managing requirements successfully does not happen by accident. The project manager in charge should have a solid plan for making sure the requirements provide a solid basis for the rest of the project.

Why Planning Can Be Bad

Why would you not always do as much planning as possible before starting a project? Could it actually be harmful? It all depends on the quality of that input data–when the input data is good, we can reliably plan; when the input data is bad, then we need to get better data and keep evolving the plans.

Succession PlanningThe Ultimate Retention Tool

What have you done lately to ensure that your employees are not jumping to every phone call from a recruiter? Don’t kid yourself about what your team members are looking for from their current company. No differently than you, they are looking for a plan! Not only is succession planning essential for possible candidates, but it is essential that it is reinforced and, more importantly, practiced in your very own departmenttoday. “If you build it, they will come is not” applies not only to perspective talent, but your current team as well. To that point, if you build their careers based on their accomplishments and professional goals, they will not only come to your department, but stay with the company.

Succession PlanningThe Ultimate Retention Tool

What have you done lately to ensure that your employees are not jumping to every phone call from a recruiter? Don’t kid yourself about what your team members are looking for from their current company. No differently than you, they are looking for a plan! Not only is succession planning essential for possible candidates, but it is essential that it is reinforced and, more importantly, practiced in your very own departmenttoday. “If you build it, they will come is not” applies not only to perspective talent, but your current team as well. To that point, if you build their careers based on their accomplishments and professional goals, they will not only come to your department, but stay with the company.

Continuity Planning & Disaster Recovery: ITIL Style

This article focuses on the continuity management and disaster recovery component of ITIL, the Information Technology Infrastructure Library that was developed by the UK Government and is now part of the Joint Framework for IT Governance.

Resource Planning Summit

A strong resource planning process contributes to PMO and portfolio productivity. At the annual Resource Planning Summit, practitioners gather to share insights, approaches and results.

Transparent’ Software Development Planning

This article will outline a model and key benefits for documenting a capacity plan as part of the formal governance model for all IT-based projects. It will also illustrate how a project manager can ultimately run IT projects in parallel, as there is visibility into when IT resources will become available so they can subsequently start ramping up on the next release.

Man-Hour Capacity Planning

A team may work on multiple and overlapping projects. The estimated time and the manner to accomplish the projects may be planned and monitored as cumulative man-hours. Learn how different performance benchmarks may be utilized for man-hour capacity planning.

Stage RAPRequirements Planning

Huge online community of Project Managers offering over 12,000 how-to articles, templates, project plans, and checklists to help you do your job.

The Evolution of Annual Planning

It’s inevitable–organizations will change the way that planning cycles are executed. For many organizations, this is a natural extension of the commitments that they are already making–EPMOs, strong and executive supported portfolio management, and results-focused execution. For others, this is a major shift. Here we explore some of the ways that annual planning can be improved.

Project Planning: New Priorities for the Future

What are the new project planning priorities, considerations and critical issues? We’re going to look at a few of the top ones and get some insight from working PMs who have been part of the change process.

Incremental Release Planning

Release planning for a Scrum project is a tricky proposition, especially when crammed into a single up-front session that forces teams to make guess-timates. More informed estimates can be derived from shorter, incremental planning sessions facilitated by a field-tested visual technique. Here’s how it works.

Map Day Planning

What does project planning look like when it focuses only on deliverables, not tasks? The “Map Day” group planning technique sticks to deliverables and has been adapting to new project environment realities for 50 years now. The output, to be tracked, is the commitments between teams and team members.

Planning Governance

For many organizations, governance is still seen as an outside factor. But governance shouldn’t be imposed on your project–it should be planned in.

Agile Project Management: No Planning Needed?

If you’re new to agile, you might think that the only planning you need to do is for an iteration. But many projects require different levels of planning–especially larger projects and programs–and you may need to plan at various levels. Find out what they are by reading on…

Going In Prepared: More Time for Planning Could Save Your Project

Project management is all about planning. It’s as simple as that. Without a well-thought, properly developed plan, no project will ever succeed in meeting the desired scope, time and cost objectives. This is one of the most powerful concepts that today’s project management best practices can teach us.

Planning for Change

We assume that we can plan a project from start to finish, and then simply carry out the plan. In the real world, it isn’t so simple, because the project environment often changes before we can complete the plan.

The Importance of Tracking in Planning

To enhance our dedicated project plan (and to make sure everything stays on track), it’s important to have a tracking sheet to arrange, maintain and follow up on any project milestone to guarantee success.

Project Management Planning: Strengthening the First Line of Defense against Project Failure

Project management planning is one of the critical components of managing projects and the first line of defense against project failures. The author presents a template for developing an effective project management approach by considering the project’s unique characteristics, identifying project “hot spots” and adopting methods (tools and techniques) suitable to the unique nature of the project at hand.

Adding project managers into strategy planning can bring a dose of reality

Left on the outside, many project managers have conjured up their own idea of how strategic planning meetings work: Executives huddle around a conference table, plotting projects that will be executed easily, under budget, ahead of schedule and aligned to the organization’s vision. In that scenario, project managers are the ones pointing out details and complexities that challenge that rose-colored view. This article discusses how adding project managers into strategy planning can bring a much-needed dose of reality.

Requirements 101: Planning Activities

In part three of our series, here is an overview of the key planning activities, sub-processes and deliverables involved in requirements planning, which should be driven by the business analyst as a member of the project team.

The Planning Wars

Two years and two months after President Bush stood in front of a ‘Mission Accomplished’ sign to declare an end to major combat operations in Iraq, the war’s planning continues to be fervently contested. And regardless of ideological sides, it is a debate that reveals both common misconceptions and inescapable truths about the nature of planning. Here’s a project management perspective.

Planning Your IT Transformation Strategy (Part 1)

This series focuses on preparing you to embark on your transformation journey and help you ask the right questions, understand and accept facts, define realistic goals and consider the right parameters. Most importantly, it helps you establish continuity and sustain such strategies in the long term. The first installment helps you ask the right questions and accept facts.

Project Planning 101

You’ve got approval and funding. Now it’s time to put together a great plan that will take you from start to finish in an orderly manner. Keep these basics in mind.

PMO Business Planning

It’s that time of year again when thoughts turn to planning for the next year. What should PMOs focus on when building their business plan? Let’s explore this in terms of the process that a PMO leader should go through in building the business plan rather than identifying specific goals and objectives that might not apply to an individual scenario.

Quality Planning for Projects

A quality process is typically entrenched as a documented procedure or a quality document or standard that governs the creation of services, products and activities that produce results. Here is some help developing this important document.

BI and the Portfolio: Improving Annual Planning

There is no silver bullet that will allow us to remove all uncertainty, but we can apply some business intelligence practices to the concept of annual planning to at least increase our confidence levels and reduce the risks around the decisions that we make.

2013 Resource Planning Summit

The fourth annual conference generated a buzz among its largest audience ever, with engaging, enlightening presentations from thought leaders on portfolio resource planning and management best practices. Here’s a recap.

Capacity Planning: Respecting the Buffer

While there can be many causes for a team consistently not meeting iteration goals, this writer finds that a misunderstanding of what the buffer is for–or simply not respecting that buffer–is a leading cause.

The Imperative of IT Business Planning

Business planning isn’t just a good idea if you have the time, it’s an essential part of getting projects and budgets approved and keeping your IT department in good standing within your organization. Plus, it’s a rare opportunity for CIOs to write their own playbook.

Event Planning 101

eDay has come, are you ready? If you are the event coordinator who remains in the shadows, you are the shining star.

Planning for Effective Agile Retrospectives

Agile retrospectives–the process of inspecting what has happened during a particular timeframe and creating action plans for improvement–is a critical success factor in any iterative and incremental set of practices. Here’s how to maximize their benefit.

Accurate Resource Planning

The need for accurate resource plans is not new, and yet we still consistently get it wrong. Why is that, and how can we change things?

Planning Tools Overlooked in Projects

This article looks at a few tools that can be used in conjunction with each other to enrich the initiating and planning phases. While this article does not attempt to give a detailed description of these tools, we will demonstrate their importance as well as how they can work together, to enrich the initiating and planning phases.

Planning, Assessing, Analyzing and Monitoring Country and Political Risk During the PMI Risk Management Process

Pursuing overseas or cross-borders business requires an understanding of the country and political risk—it is, indisputably, a key consideration. The author demonstrates how PMI risk management processes and best practices can be customized to expand the picture of country political risk assessments, identification, analysis and monitoring.

Global Resource Planning

Globalization is driving professional service organizations of all sizes to adapt their processes and consider integrated resource planning solutions that can improve financial visibility and operational efficiency while maintaining a hands-on project management touch.

The Top Five Mistakes to Avoid While Planning an IT Risk Assessment

An IT risk assessment is intended to help IT management better allocate resources and perform capital budgeting and assign resources based on a risk-based approach. Various regulatory authorities require risk assessments be performed for all financial institutions. This article goes over what can go wrong while planning and executing an IT risk assessment.

Planning By Consensus

So much hinges on the project schedule, yet so few team members contribute to it. Whatsmore, they typically don’t care about critical paths, constraints and other building blocks; they just want to know “what, where and when.” We’re overdue for consensus-based planning tools that bridge execution and analytics.

The Art of Planning A Sprint

When planning a sprint, many factors will influence what works best, particularly the experience of the team in self-organizing. Here are some guidelines that can help project leaders focus the planning effort — without taking it over — and a few techniques to engage everyone and establish a shared vision.

A Better Burndown for More Accurate Sprint Planning

One of the secrets of a practitioner’s success is that I he has varied from the traditional burndown chart and sprint estimation suggestions that are taught when a person learns about Scrum. If you have had issues with making accurate burndown charts that reliably tell you when your sprint will finish, then perhaps his suggestions can help.

Teachable Moments: Time and Planning

Teachable moments are formed when you have done something–regardless of the outcome–and learned from the experience. Learning makes us better at what we do and provides a great opportunity to develop others and sharpen skills. We’ve compiled our best Teachable Moments from our community members for you to learn from and share with other project managers. In this installment, we deal with stakeholder and requirements management.

The Politics of Integration (Part 1): Planning

Of of the most significant challenges for PMO leaders is managing relationships across the organization. And as the PMO’s role becomes more and more central to all elements of corporate planning and project delivery, politics inevitably come into play. How do we manage that minefield?

Dynamic Planning — Bringing the Project Plan to Life

Thanks to the introduction of modern, off-the-shelf simulation tools, we can now take our static plans and make them come alive so that we can better model how the plan will execute. Using simulation in your planning process is exciting and can provide rigorous motivation to improve based on the “what-if” nature of simulation. This article describes the benefits of adopting simulation to enhance the planning process.

Is Planning a Kind of Guessing?

We love planning and to think we have a plan for everything. But plans are guesswork. It’s how you react to new conditions that actually matters.