Since we are on the topic of troubled projects, I started thinking about what has now been branded the Deepwater Horizon Response Project. This situation has similarities to many project calamities one might encounter in the course of dealing with internal or external customer organizations. A customer organization messes up, BIG TIME, and you have to step in and turn it around.
In this case, the project manager is retired U.S. Coast Guard Adm. Thad Allen, who is in charge of the federal government’s response to the oil spill resulting from the April 20th explosion at one of British Petroleum’s (BP) offshore oil rigs in the Gulf of Mexico. › Continue reading…
Tags:
expert judgment,
lessons learned sessions,
project manager skills,
risk management,
stakeholders,
Triple Constraint
In PMI’s (Project Management Institute’s) Project Management Body of Knowledge or PMBOK – which is the bible of project management, there are 9 knowledge areas discussed– Integration, Scope, Time, Cost, Quality, Human Resources, Communications, Risk, and Procurement. Anyone who has studied for their PMP certification knows these well – ad nauseum even, and knows that the PMBOK discusses these with equal weight. Indeed, PMI loves all of her knowledge area “children” equally, but out in the real world there is one that I believe deserves your extra undivided attention and that is scope. › Continue reading…
Tags:
Communications,
project charter,
Scope,
scope change requests,
scope statement,
Triple Constraint
