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10 minute guide. / Project management by Jeff Davidson

By Jeff Davidson

The ten Minute consultant to undertaking administration bargains easy, useful aid for busy those that desire speedy effects. via goal-oriented, 10-minute classes, you research the entire talents you want to get even the main advanced tasks out of the gate and headed for the end line!

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CAUTION Not getting regular feedback is risky. If there is someone working with you, or if you have someone who can give you regular feedback, it is to your extreme benefit. Depending on the duration and complexity of your project, it is darned difficult to lay out a comprehensive plan that takes into account all aspects of the project, all critical events, associated subtasks, and the coordination of all. Said another way, if you can get any help in plotting your path, do it! In laying out your plan, look at the big picture of what you want to accomplish and then, to the best of your ability, divide up the project into phases.

In such cases, it always pays to estimate on the high side. This is true for many reasons: ● In most organizations, no matter how much you ask for, you can count on not getting it all. TIP You might as well ask for slightly more than your best calculations indicate, thereby increasing the probability of getting close to the amount you actually seek. ● No matter how precise your calculations, how much slack you allow, or what kind of contingencies you have considered, chances are your estimate is still low.

The Chicken or the Egg? Preparation of your work breakdown structure (WBS) and the actual commencement of project activities is a chicken-versus-egg issue. For example, many experts advise that you first identify staffing resources and then proceed with the work breakdown structure. Following that approach, the opportunity to allocate staff as necessary comes first, followed closely by budget allocations. CAUTION Until you plot exactly what needs to be done, you can't allocate staff hours. Some experts advise creating the WBS independently of staff allocations.

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