How do you identify a project management methodology or process that is over-engineered? How do you draw the line to minimize time/effort wasted on building a tool or process that may be unnecessary?
Perhaps all PMs know already that: a call or a long mail received, informing the PM that one of the project team members caused a critical issue on Production system that has very high impact.
PM receives an request from Sales to estimate the future project cost based on very vague scope definition / unspecified schedule / unclear customer requirements. Still the requirement is to provide it on short notice as project cost estimation is essential for ongoing opportunity.
I am managing frequent changes in project scope - how to do this correctly? Is it possible to avoid frequent change requests in the project as it requires extra work to prepare a CR analysis, effort estimation, acceptance criteria, and project steering group approval?
Hi, I would like to know how to ensure that people in high workload prevent burnout.
When leading project, PM should be selfaware, able to control his/her own emotions. But how to achieve this goal? Remember that your can 't change others, but you can change yourself.