According to Wikipedia - A framework is a basic conceptual structure used to solve or address complex issues.
Here's my first attempt at creating a project management framework: CCC
- Constrain - stop any additional damage from occuring
- Control - gain control over the situation
- Correct - put corrective measures in place
Seems simple. When project issues arise a project manager first needs to 'stop the bleeding', then gain control over the situation and then correct it. For example:
Issue: Scope Creep - a very typical occurance
- Constrain via putting a stop to any changes to the plan or to what the developers are currently working on.
- Control by communicating that all changes need to be communicated through you (the project manager)
- Correct by putting proper Change Control in place (a weekly meeting where the project sponsors review the change requests and determine if the additional costs/time/etc. are justified.
Good point!
ReplyDeleteI think that the managing the following three "S" are the most critical:
Stakeholder Management - The "who" for your projects. They are the most critical to success.
Scope Management - The "what". To your point, scope creep is the most critical.
Schedule Management - The "Who does what and when", which essentially ties the above 2 into the overall delivery of project artifacts.