As an executive, you will be faced with the choice to do the pivot (if you can) or persevere (if you have no other choice). This will lead to a series of “bets”. You lead with a hypothesis that the things you change will allow you to operate at pre-event levels. But, how long will it actually take for you to validate your hypothesis and have a bet pay off with pre-event levels? If you run out of time to figure it out or run out of bets you can place, then you either lose your standing in the market or worse risk going out of business.
Regardless of the organization or institution, there will always be dependencies. The larger the organization, the greater chance of the existence of dependencies.
This template is available for download from Tableau Public
I keep getting asked, does Jira Align support Flow Metrics, as defined in the Flow Framework and SAFe? The short answer is yes. If you believe these metrics will help unlock the potential of your teams, use this community post to see working examples of Tableau reports I have created using Jira Align and Enterprise Insights.
Scope Management means:
Not letting others randomly expand the scope of the project without a structured change control system
Constantly verifying the completion of all authorized work
Ensure all changes are within the project charter
Defining and controlling what is and is not included in the project
Not allowing extra work or gold plating
You can read more about it on Wikipedia. (Yes, I contribute to this definition)
Functional management is the most common type of organizational management. The organization is grouped by areas of specialty within different functional areas (e.g., finance, marketing, and engineering). Some refer to a functional area as a "silo." Communications generally occurs within a single department. If information or project work is needed from another department, a request is transmitted up to the department head, who communicates the request to the other department head. Otherwise, communication stays within the department. Team members complete project work in addition to normal department work. By the way, when you go to Wikipedia and read about Functional Management, know that I was the creator of the page.
I once had a customer became highly incensed when told the deliverables he wanted were not going to be completed on time, due to a lack of resources. He said he didn't understand why his highest priorities didn't get completed but extra features not asked for were. When told additional features had recently become priorities he strongly disagreed. His response was the person requesting or making the changes thought the changes were important but they were NOT. If the changes were important, they would have been requested directly by the President of the company. (It sounds dramatic but it was true) Though there were certainly issues, at the time, as to who had authority to authorize a change, what happened was an example of gold plating. Gold plating refers to providing the customer more then they ask for. (e.g expanded scope, functionality, higher quality) Though this practice is based on what someone thinks the customer would like, it doesn't necessarily add any real value. Both risk and cost will increase on the project because the requirements must still be met in the allotted time and budget. As tempting as it might be, it is strongly recommended not to gold plate. Try to make your customer happy by keeping your project within scope, on time, and on budget.
If your customer (or person authorized to approve a change) does indicate the change will add value, inform them of the impacts to the schedule and budget (and potentially quality and risk) and get their formal agreement to do the work. Though it's easy to say you should not agree to make the change, the reality is you need to make the customer happy and they will make the final call. Negotiate with them, to ensure the requested change will have a minimal impact to the current scope being completed. In a perfect project management world, free of zombies and runaway stakeholders, there would be a separate funding vehicle and it would not impact the baseline.
PERT - Program Evaluation and Review Technique.If you’re going to take the PMP exam, you MUST remember this formula. I’ve used it countless times in the real world and it works with surprising accuracy.
Formula: (P+4M+O)/6
Optimistic time (O): the minimum possible time required to accomplish a task, assuming everything proceeds better than is normally expected. Pessimistic time (P): the maximum possible time required to accomplish a task, assuming everything goes wrong (excluding major catastrophes). Most likely time (M): the best estimate of the time required to accomplish a task, assuming everything proceeds as normal.
How does it work?
Obtain three time estimates (optimistic, pessimistic, and most likely) for every activity along the critical path. Plug your numbers into the formula and then sum the totals. Though people will challenge you, you WILL have a more accurate critical path estimate.
I will speak to “Standard Deviation of an Activity” and “Variance of an Activity” at a later time. They both leverage the same values but in different formulas.
Critical Path Method includes determining the longest path in a network diagram and the earliest and latest an activity can start and the earliest and the latest that activity can be completed. Here are a few basic things you need to think about.
The easiest way to find the critical path is to identify all paths through the network and add the activity durations along each path. The path with the longest duration is the critical path.
