How could you adapt Project Management methodology to fit unique environments where teams are not used to or real accepting of project plan documents such as communication plans, risk management plans and so on? What if the organizational culture has a hard time understanding the benefits of Project Management rigor?
Jim Strong will make a short presentation on utilizing PM methodology in environments where Project Management is not routinely or widely accepted. He will present 4 or 5 basic components of good, simple project management fundamentals that a designated Project Manager could employ in a "stealth" mode.
A brainstorming session will follow Jim's brief presentation, where the group will capture ideas on how to address the various aspects for each of the simple Project Management fundamental elements. Jim will then collect / summarize the ideas and distribute to the group following the event.
Some of the questions we expect to discuss include the following:
- Where do you begin the project?
- What is the team planning to deliver or achieve?
- When will this project be completed?
- Is there a stated due date by the customer?
- What is the acceptance criteria?
- What are the team member roles or responsibilities?
- Are there any significant activity dependencies?
- What major obstacles or potential issues (risks) that could impact the team?
- How should the team communicate between its members or to a vendor / contractor?
- How should the team keep the key stakeholders or decision makers appraised of the activity?