The Project Management Principles That (Almost) Nobody Teaches

I have been doing project management for seventeen years already. I have carried out software development projects for a bank, for civil engineers and for document management.

I have applied practices ofProjectMgmt_En

  • Rational Unified Process (RUP)
  • Earned Value Method
  • PMBoK
  • CMMI
  • Agile Project Management (based on Scrum )

Although I was always trying to apply correctly the methods, identify and address risks properly, communicate with the team on a daily basis (this has never been a problem in our projects), communicate with the customer often, I have suffered the problems of

  • Incorrect estimations
  • Having to work long hours and weekends to meet dates
  • “Everything is urgent” and must be implemented in the current iteration
  • Having to stop the entire project to correct an error in the architectural design
  • Delivering a version without having done all the tests for the lack of time.
  • Not knowing exactly how to react to eliminate a deviation of time or budget and get the project back to estimates

Until I learned Kanban and attended the David Anderson’s Kanban Coaching Professional Masterclass course, none of the methods had taught me that to make project work flow well I also had to focus on the following:

  • Ensure a smooth workflow
  • Apply Little’s Law to balance demand and team capacity
  • Resolve bottlenecks to improve workflow
  • Understand the process variation and the effects of this

Today I wonder why nobody taught me this before? If I knew this before, my projects would have gone much smoother …

Well, so far the time machine exists only in the movies.

Anyway, if you’re a Project Manager, a Team Leader or a Scrum Master, when you have a moment, have a look at these topics. They will help you avoid some fires.

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