Risks and Risk Management We continue with our series on the taxonomy of failures in project knowledge areas  looking at risk management. In this case turning our breakdown of the project failures toward risk management.  Risk management is fundamental to project management as we reduce or navigate the potential impediments to the success of our […]

Risk and Time Management In keeping with our last post, we discuss risks due to insufficient time management that often result in project failures.  As is with many things, the symptom of the failure has roots much earlier.  In other words, when we witness the failure, it was due to some event(s) or activities much […]

We have recently posted how assumptions, left unquestioned can damage a project. It is similarly true for the product when we use models and simulation to generate our product.  In the course of building these models, we will know some things for certain.  Some attributes of the model we may think we know for certain […]

Introduction We continue our Total Quality Management for Project Management and the PMO.  TQM can help us with the planning of the project giving us some measure of historical performance from which we can learn. However, it is not just the planning that can be aided by TQM, but also the strategy we intend to […]

Product development work has variation brought on by the product, as well as the organization.  Though there are many approaches out there, prescriptions that are based upon the type of organization or the type of product.  These approaches may have some relevance but ultimately things are not so easy to allow a prescription, “take two […]

I have been reading some Twitter and LinkedIn post from numerous, but especially Mario Lucero, about multiple product owners, and product owners and scrum masters with multiple projects and the like.  I have not seen any studies on this, but experience tells me a significant obstacle to project success is the diffusion of the available […]

Below is an excerpt from our book Pries, K., & Quigley, J. (2013). Classical Techniques. In Reducing process costs with lean, six sigma, and value engineering techniques (pp. 135-138). Boca Raton, FL: CRC Press. This is the second part, part one is located here. Miles also identified the concept of basic and secondary functions. Basic functions are the […]

By Jon M Quigley Project Failure Sometimes, the reason for the project failure has to do with selecting the wrong approach or methodology.  For example, there are times when we should choose an agile approach rather than a conventional project management approach.  Those of you, who have talked to the staff at Value Transformation, know […]

Common Lessons Learned Mistakes, Misconceptions and Things Left Unsaid By Rick Edwards and Shawn P. Quigley Why organizations fail to exploit their own lessons learned. “There is only one thing more painful than learning from experience and that is not learning from experience”.   – Archibald MacLeish Lessons Learned – Really? Too many organizations understand Archibald’s […]