Project management is about delivering your work in such a way that it delivers to the three turquoise boxes above to deliver to the one in the middle, the person who really matters in all this – your customer.
If your business can honestly say it is tracking these things in some shape or form, then you are performing effective project management – well done. You might not call it that, you might call it;
- My customer.
- My current job.
- My delivery.
Or a host of other things. But you are doing project management.
If you are not tracking the big three (time, quality and budget), then you need to start now otherwise your business will fail in the longer term.
Fail you say?
Yes, because if you are not tracking these things, how do you know if a project is profitable? How do you know your customer is happy? How do you know if you deliver on time? If you don’t know the answer to these questions, then something may already be broken and your business could flounder before you understand why!
How you track them is up to you, the key is that you do!
Are you using project management in your business? What aspects do you find difficult?
Picture : Low quality image to make the point by me!
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I've read your post fairly carefully and have failed to find the term 'scope' anywhere there. Have you left the scope dimension of project management deliberately out of this discussion? It doesn't seem to me that the PMI broke away from the iron triangle just to get rid of the scope as a key project constraint.
Can you clarify?
Cheers, Shim Marom
http://www.quantmleap.com
I've read your post fairly carefully and have failed to find the term 'scope' anywhere there. Have you left the scope dimension of project management deliberately out of this discussion? It doesn't seem to me that the PMI broke away from the iron triangle just to get rid of the scope as a key project constraint.
Can you clarify?
Cheers, Shim Marom
http://www.quantmleap.com
Hello Shim. Thanks for taking the time out to read this quick little post. I was inferring scope within my post rather than leaving it out. My posts generally tend to err on trying to make PM a viable and understandable tool for any business owner rather than PM's and those in the field which sometimes mean the “obvious” can be left out as I feel the language can cloud the message (hope this makes sense).
Cheers
Barney
Hello Shim. Thanks for taking the time out to read this quick little post. I was inferring scope within my post rather than leaving it out. My posts generally tend to err on trying to make PM a viable and understandable tool for any business owner rather than PM's and those in the field which sometimes mean the “obvious” can be left out as I feel the language can cloud the message (hope this makes sense).
Cheers
Barney
Hey Barney, thanks for your fast reply. I can somewhat see your rational but still wonder if it was not possible to change your title to “keeping an eye on the big four” and include scope explicitly rather than implicitly.
Buy hey, it is your blog
.
Cheers, Shim
ps. now that I got introduced to your blog I'll keep an eye for your future posts.
Hey Barney, thanks for your fast reply. I can somewhat see your rational but still wonder if it was not possible to change your title to “keeping an eye on the big four” and include scope explicitly rather than implicitly.
Buy hey, it is your blog
.
Cheers, Shim
ps. now that I got introduced to your blog I'll keep an eye for your future posts.
Hi Shim. I take your point – and now you have it added anyways so we'll call it the big four now:). Scope is indeed a vital part of ensuring project success and should be considered by everyone. Thank you and it would be a pleasure to have you as a reader.
Hi Shim. I take your point – and now you have it added anyways so we'll call it the big four now:). Scope is indeed a vital part of ensuring project success and should be considered by everyone. Thank you and it would be a pleasure to have you as a reader.
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