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Project Management Best Practice 2 – Define What is Not In Scope

All project managers know one of the greatest risks to the on-time, on-budget completion of their project is scope creep; the gradual expansion of functionality, broadening in organizational application, and/or increase in quality requirements often without a commensurate increase in project resources or duration. Subsequently, project managers strive to clearly define their project’s scope in order to defend against scope creep. But when doing so, they often forgo an invaluable tool; defining what is outside their project’s scope.


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Strategic Planning Best Practice 13 – The Use of Calendars

All too often, strategic planning coordinators are frustrated by an inability to coordinate critical meetings such that all required individuals are able to attend. While strategic planning should be a high priority for all executives and senior managers, so are a great number of other tasks. To ensure the needed executives and managers are available, thereby making the most effective use of their time, it is important to schedule these critical meetings far in advance. By using strategic planning calendars, coordinators will have the prerequisite insight to schedule meetings far enough in advance to avoid conflict with other priority gatherings.


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Portfolio Management Best Practice 1 – Indentify Interrelationships

StrategyDriven Portfolio Management Best PracticeThe interaction between projects, programs, and processes within a portfolio can be many and varied; contributing significantly to the challenge of effective portfolio management. Faulted transitioning of resources and/or outputs from one portfolio component to another can greatly delay the progress of these and other components; diminishing the overall portfolio value potential.


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