{"appState":{"pageLoadApiCallsStatus":true},"categoryState":{"relatedCategories":{"headers":{"timestamp":"2022-06-23T18:31:19+00:00"},"categoryId":34249,"data":{"title":"Project Management","slug":"project-management","image":{"src":null,"width":0,"height":0},"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"Project Management","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34249"},"slug":"project-management","categoryId":34249}],"parentCategory":{"categoryId":34225,"title":"Business","slug":"business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"}},"childCategories":[],"description":"Project managers have their own language: six sigma, agile, scrum, gantt, lean, sprint — all in the name of getting the job done. 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information to check if the project is worth planning in detail and to provide key information for planning.</p>\n<p><b>Key:</b> Do this really fast.</p>\n<p><b>Decision at the end:</b> Shall we go on to full planning (initiation)?</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Put key roles in place (minimum is Project Executive and Project Manager)</p>\n</li>\n<li>\n<p class=\"first-para\">Produce the Project Brief (sketch of the project idea)</p>\n</li>\n<li>\n<p class=\"first-para\">Make sure the Business Case looks viable – but only in outline</p>\n</li>\n<li>\n<p class=\"first-para\">Make sure that the risks look acceptable – but, again, only in outline</p>\n</li>\n<li>\n<p class=\"first-para\">Plan the Initiation Stage, allowing for risk analysis and the Business Case</p>\n</li>\n</ul>\n"},{"title":"Project planning with PRINCE2","thumb":null,"image":null,"content":"<p>Time spent properly planning is seldom wasted, but huge amounts of project time can be wasted from inadequate plans that aren’t thought through. Take the rights steps at the project initiation stage to ensure your PRINCE2 project turns out right.</p>\n<p><b>Key:</b> Balance the amount of planning against the need for control.</p>\n<p><b>Decision at the end:</b> Do we really want to commit to run this project?</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Decide on the appropriate level of quality</p>\n</li>\n<li>\n<p class=\"first-para\">Produce Product and Activity plans for the project</p>\n</li>\n<li>\n<p class=\"first-para\">Product Product and Activity plans for the first stage after initiation</p>\n</li>\n<li>\n<p class=\"first-para\">Perform a full risk analysis</p>\n</li>\n<li>\n<p class=\"first-para\">Produce a full Business Case</p>\n</li>\n<li>\n<p class=\"first-para\">Put simple controls and reporting procedures in place</p>\n</li>\n<li>\n<p class=\"first-para\">Assemble the Project Initiation Document (PID)</p>\n</li>\n</ul>\n"},{"title":"Project stages in PRINCE2 project management","thumb":null,"image":null,"content":"<p>The products make superb milestones, and PRINCE2 projects, like any others, are about delivery, not about being busy. Make quite sure that products are to the specified quality.</p>\n<p><b>Key:</b> Check progress with the Product Checklist and also quality.</p>\n<p><b>Decision throughout:</b> Is everything on track or is there an exception?</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Give work out to teams and monitor each team’s progress</p>\n</li>\n<li>\n<p class=\"first-para\">Report progress regularly to the Project Board using the Highlight Report</p>\n</li>\n<li>\n<p class=\"first-para\">Monitor the progress of the stage at set intervals</p>\n</li>\n<li>\n<p class=\"first-para\">Adjust the running of the stage to ensure completion within set limits</p>\n</li>\n<li>\n<p class=\"first-para\">Immediately report any exceptions to the Project Board if limits cannot be met</p>\n</li>\n<li>\n<p class=\"first-para\">Look at any inbound Project Issues (problems and so on) and decide action</p>\n</li>\n</ul>\n"},{"title":"Exception plans with PRINCE2 project management","thumb":null,"image":null,"content":"<p>Exceptions in PRINCE2 projects, as in all projects need rapid but careful investigation. For example, there’s a big difference between overspending in a stage and early spending. PRINCE2 provides the method for dealing with exceptional circumstances.</p>\n<p><b>Key:</b> Find the underlying reasons, not just the superficial cause.</p>\n<p><b>Decision at the end:</b> Carry on (perhaps on a new plan) or stop the project?</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Investigate rapidly and think through options</p>\n</li>\n<li>\n<p class=\"first-para\">Report to the Project Board and get a decision on the way forward</p>\n</li>\n<li>\n<p class=\"first-para\">Re-plan the rest of the stage if needed</p>\n</li>\n<li>\n<p class=\"first-para\">Get approval to continue on the basis of the new plan</p>\n</li>\n</ul>\n"},{"title":"End Stage in PRINCE2 project management","thumb":null,"image":null,"content":"<p>In PRINCE2 projects, End Stage work is done by the Project Manager towards the end of the stage, followed by the Project Board’s meeting to decide whether or not to continue.</p>\n<p><b>Key:</b> Keep things as simple as you can. Don’t write huge reports.</p>\n<p><b>Decision at the end:</b> Authorise the next stage, or stop the project?</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Check that the current stage work is complete, or almost complete</p>\n</li>\n<li>\n<p class=\"first-para\">Plan the next stage, updating the Project Plan as necessary</p>\n</li>\n<li>\n<p class=\"first-para\">Update the Business Case and Risk Log to reflect the latest information</p>\n</li>\n<li>\n<p class=\"first-para\">Produce a report on the current stage for the Project Board</p>\n</li>\n<li>\n<p class=\"first-para\">Hold the End Stage meeting of the Project Board (End Stage Assessment)</p>\n</li>\n</ul>\n"},{"title":"PRINCE2 project management project closure","thumb":null,"image":null,"content":"<p>The work at this point in a PRINCE2 project is done by the Project Manager towards the end of the last stage to prepare for the Project Board meeting which confirms closure.</p>\n<p><b>Key:</b> Double-check everything’s done, including any final testing.</p>\n<p><b>Decision at the end:</b> Is everything done and can you close the project?</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Check everything is complete or, in the case of premature close, that as much as possible has been salvaged from the project to minimise wastage</p>\n</li>\n<li>\n<p class=\"first-para\">Consider work needed in the organisation after the project (Follow-on Actions) including Post Project Review to measure benefits delivery</p>\n</li>\n<li>\n<p class=\"first-para\">Report on the project, giving final cost, time, and quality information and commenting on the achievement of objectives</p>\n</li>\n<li>\n<p class=\"first-para\">Consider and pass on the lessons learned (good and bad) from this project</p>\n</li>\n</ul>\n"}],"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"Two years","lifeExpectancySetFrom":"2022-03-10T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":209054},{"headers":{"creationTime":"2018-12-19T18:30:55+00:00","modifiedTime":"2022-02-25T13:42:23+00:00","timestamp":"2022-06-22T19:37:19+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"Project Management","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34249"},"slug":"project-management","categoryId":34249}],"title":"Project 2019 For Dummies Cheat Sheet","strippedTitle":"project 2019 for dummies cheat sheet","slug":"project-2019-for-dummies-cheat-sheet","canonicalUrl":"","seo":{"metaDescription":"This Cheat Sheet provides you with tips and tricks for taking full advantage of Microsoft Project 2019 and gaining expertise.","noIndex":0,"noFollow":0},"content":"Project 2019, the most recent incarnation of Microsoft’s popular project management software, offers a tremendous wealth of functionality. 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In just ten easy steps, you will be on your way to project management success!</span></p>\n<ol>\n<li><span style=\"margin: 0px; color: #333333; font-family: 'Georgia',serif;\">Enter the project information, such as the project name and start date.</span></li>\n<li><span style=\"margin: 0px; color: #333333; font-family: 'Georgia',serif;\">Develop a work breakdown structure to organize your work.</span></li>\n<li><span style=\"margin: 0px; color: #333333; font-family: 'Georgia',serif;\">Enter the tasks needed to create the WBS deliverables.<br />\n</span><span style=\"margin: 0px; color: #333333; font-family: 'Georgia',serif;\">Don’t forget to indicate if you want manual or auto-scheduled tasks, and the task type.</span></li>\n<li>Link your tasks to show dependencies and create a network diagram</li>\n<li>Enter the resources who will work on your project, their cost/rate, and the time they have available.</li>\n<li>Estimate the effort or duration for each task.</li>\n<li>Assign resources to each task.</li>\n<li>Resolve any resource conflicts.</li>\n<li>Balance schedule, cost, resource, and performance constraints to meet stakeholder expectations.</li>\n<li>Baseline your schedule.</li>\n</ol>\n"},{"title":"Shortcut keys","thumb":null,"image":null,"content":"<p>Microsoft Project 2019 maximizes efficiency as you manage projects — but Project 2019 shortcuts also save you time at the keyboard. Here are some shortcut keys you’ll use all the time when building and working with a Project schedule.</p>\n<table>\n<tbody>\n<tr>\n<th>Keystroke</th>\n<th>Result</th>\n</tr>\n<tr>\n<td>Ctrl+N</td>\n<td>Opens a new blank Project</td>\n</tr>\n<tr>\n<td>Alt+Home</td>\n<td>Moves to the beginning of the project</td>\n</tr>\n<tr>\n<td>Alt+End</td>\n<td>Moves the end of a project</td>\n</tr>\n<tr>\n<td>Alt+Right Arrow</td>\n<td>Moves the timeline to the right</td>\n</tr>\n<tr>\n<td>Alt+Left Arrow</td>\n<td>Moves the timeline to the left</td>\n</tr>\n<tr>\n<td>Shift+F2</td>\n<td>Opens the Task Information dialog box</td>\n</tr>\n<tr>\n<td>Ctrl+F</td>\n<td>Displays the Find dialog box</td>\n</tr>\n<tr>\n<td>Ctrl+Z</td>\n<td>Undoes the previous action</td>\n</tr>\n<tr>\n<td>Ctrl+P</td>\n<td>Displays the Print preview in the Backstage</td>\n</tr>\n<tr>\n<td>Ctrl+S</td>\n<td>Saves the file</td>\n</tr>\n<tr>\n<td>Alt+Shift+Hyphen (–)</td>\n<td>Hides subtasks</td>\n</tr>\n<tr>\n<td>Alt+Shift+Plus Sign (+)</td>\n<td>Shows subtasks</td>\n</tr>\n</tbody>\n</table>\n"},{"title":"Helpful websites for honing Project 2019 skills","thumb":null,"image":null,"content":"<p><span style=\"margin: 0px; color: #333333; font-family: 'Georgia',serif;\">Whether you consider project management an art or skill, Microsoft Project 2019 helps you do it better. Enhance your Microsoft Project expertise by visiting websites that offer templates and third-party add-ins for Microsoft Project and other project management information. Check out the following websites:</span></p>\n<p>·<span style=\"font: 7pt 'Times New Roman'; margin: 0px; font-size-adjust: none; font-stretch: normal;\">         </span><span style=\"margin: 0px; color: #333333; font-family: 'Georgia',serif;\"><a href=\"http://www.pmi.org/\" target=\"_blank\" rel=\"noopener\">Project Management Institute</a></span></p>\n<p>·<span style=\"font: 7pt 'Times New Roman'; margin: 0px; font-size-adjust: none; font-stretch: normal;\">         </span><span style=\"margin: 0px; color: #333333; font-family: 'Georgia',serif;\"><a href=\"http://www.projectmanagement.com/\" target=\"_blank\" rel=\"noopener\">ProjectManagement.com</a></span></p>\n<p>·<span style=\"font: 7pt 'Times New Roman'; margin: 0px; font-size-adjust: none; font-stretch: normal;\">         </span><span style=\"margin: 0px; color: #333333; font-family: 'Georgia',serif;\"><a href=\"http://templates.office.com/\" target=\"_blank\" rel=\"noopener\">Templates.office.com</a></span></p>\n"}],"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"One year","lifeExpectancySetFrom":"2022-02-16T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":258505},{"headers":{"creationTime":"2016-03-27T16:47:22+00:00","modifiedTime":"2022-02-24T15:48:58+00:00","timestamp":"2022-06-22T19:37:17+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"Project Management","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34249"},"slug":"project-management","categoryId":34249}],"title":"Scrum For Dummies Cheat Sheet","strippedTitle":"scrum for dummies cheat sheet","slug":"scrum-for-dummies-cheat-sheet","canonicalUrl":"","seo":{"metaDescription":"Overview of project management framework, Scrum, which focuses on people, communications, the product, and flexibility.","noIndex":0,"noFollow":0},"content":"Scrum focuses on continuous improvement, scope flexibility, team input, and delivering quality products. Scrum adheres to the Agile Manifesto and the 12 Agile Principles, which focus on people, communications, the product, and flexibility.","description":"Scrum focuses on continuous improvement, scope flexibility, team input, and delivering quality products. Scrum adheres to the Agile Manifesto and the 12 Agile Principles, which focus on people, communications, the product, and flexibility.","blurb":"","authors":[{"authorId":9158,"name":"Mark C. Layton","slug":"mark-c-layton","description":"Mark C. Layton, \"Mr. Agile,\" is an executive and BoD advisor. He is the Los Angeles chair for the Agile Leadership Network, a certified scrum trainer, and founder of Agile transformation firm Platinum Edge. Mark is also coauthor of Agile Project Management For Dummies.","_links":{"self":"https://dummies-api.dummies.com/v2/authors/9158"}}],"primaryCategoryTaxonomy":{"categoryId":34249,"title":"Project Management","slug":"project-management","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34249"}},"secondaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"tertiaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"trendingArticles":null,"inThisArticle":[],"relatedArticles":{"fromBook":[{"articleId":254400,"title":"Scrum and Your Customers: The Most Crucial Stakeholders","slug":"scrum-customers-crucial-stakeholders","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/254400"}},{"articleId":254397,"title":"Scrum in Action in Customer Service","slug":"scrum-action-customer-service","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/254397"}},{"articleId":254393,"title":"The Scrum Sales Process","slug":"scrum-sales-process","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/254393"}},{"articleId":254390,"title":"Scrum in Action for Marketing","slug":"scrum-action-marketing","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/254390"}},{"articleId":254387,"title":"How to Use Scrum for Marketing","slug":"use-scrum-marketing","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/254387"}}],"fromCategory":[{"articleId":275133,"title":"What Is Agile Project Management?","slug":"what-is-agile-project-management","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/275133"}},{"articleId":275127,"title":"Strategic Approaches to Implementing and Managing Change","slug":"strategic-approaches-to-implementing-and-managing-change","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/275127"}},{"articleId":275120,"title":"Steps to Successfully Become an Agile Organization","slug":"steps-to-successfully-become-an-agile-organization","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/275120"}},{"articleId":275111,"title":"Agile Project Management: Know Your Customers","slug":"agile-project-management-know-your-customers","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/275111"}},{"articleId":274291,"title":"Agile Planning with the Roadmap to Value","slug":"agile-planning-with-the-roadmap-to-value","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/274291"}}]},"hasRelatedBookFromSearch":false,"relatedBook":{"bookId":281858,"slug":"scrum-for-dummies-2nd-edition","isbn":"9781119467649","categoryList":["business-careers-money","business","project-management"],"amazon":{"default":"https://www.amazon.com/gp/product/1119467640/ref=as_li_tl?ie=UTF8&tag=wiley01-20","ca":"https://www.amazon.ca/gp/product/1119467640/ref=as_li_tl?ie=UTF8&tag=wiley01-20","indigo_ca":"http://www.tkqlhce.com/click-9208661-13710633?url=https://www.chapters.indigo.ca/en-ca/books/product/1119467640-item.html&cjsku=978111945484","gb":"https://www.amazon.co.uk/gp/product/1119467640/ref=as_li_tl?ie=UTF8&tag=wiley01-20","de":"https://www.amazon.de/gp/product/1119467640/ref=as_li_tl?ie=UTF8&tag=wiley01-20"},"image":{"src":"https://www.dummies.com/wp-content/uploads/scrum-for-dummies-2nd-edition-cover-9781119467649-203x255.jpg","width":203,"height":255},"title":"Scrum For Dummies","testBankPinActivationLink":"","bookOutOfPrint":false,"authorsInfo":"<p><b data-author-id=\"34973\">Mark C. Layton,</b> \"Mr. Agile<sup>®</sup>,\" is an executive and BoD advisor. He is the Los Angeles chair for the Agile Leadership Network, a Certified Scrum Trainer (CST), and founder of agile transformation firm Platinum Edge. Mark is also coauthor of <i>Agile Project Management For Dummies.</i> <b data-author-id=\"11326\">David Morrow</b> is a Certified Scrum Professional (CSP), Certified Agile Coach (ICP-ACC), and an executive agile coach. </p>","authors":[{"authorId":34973,"name":"Mark C. Layton","slug":"mark-c.-layton","description":" <p><b>Mark C. Layton,</b> &#34;Mr. Agile<sup>&#174;</sup>,&#34; is an executive and BoD advisor. He is the Los Angeles chair for the Agile Leadership Network, a Certified Scrum Trainer &#40;CST&#41;, and founder of agile transformation firm Platinum Edge. Mark is also coauthor of <i>Agile Project Management For Dummies.</i> <b>David Morrow</b> is a Certified Scrum Professional &#40;CSP&#41;, Certified Agile Coach &#40;ICP&#45;ACC&#41;, and an executive agile coach. ","_links":{"self":"https://dummies-api.dummies.com/v2/authors/34973"}},{"authorId":11326,"name":"David Morrow","slug":"david-morrow","description":" <p><b>Mark C. Layton,</b> &#34;Mr. Agile<sup>&#174;</sup>,&#34; is an executive and BoD advisor. He is the Los Angeles chair for the Agile Leadership Network, a Certified Scrum Trainer &#40;CST&#41;, and founder of agile transformation firm Platinum Edge. Mark is also coauthor of <i>Agile Project Management For Dummies.</i> <b>David Morrow</b> is a Certified Scrum Professional &#40;CSP&#41;, Certified Agile Coach &#40;ICP&#45;ACC&#41;, and an executive agile coach. ","_links":{"self":"https://dummies-api.dummies.com/v2/authors/11326"}}],"_links":{"self":"https://dummies-api.dummies.com/v2/books/"}},"collections":[],"articleAds":{"footerAd":"<div class=\"du-ad-region row\" id=\"article_page_adhesion_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_adhesion_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;project-management&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781119467649&quot;]}]\" id=\"du-slot-62b36f6da96b3\"></div></div>","rightAd":"<div class=\"du-ad-region row\" id=\"article_page_right_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_right_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;project-management&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781119467649&quot;]}]\" id=\"du-slot-62b36f6da9e12\"></div></div>"},"articleType":{"articleType":"Cheat Sheet","articleList":[{"articleId":144468,"title":"Scrum: Agile Software Development Manifesto","slug":"scrum-agile-software-development-manifesto","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/144468"}},{"articleId":144467,"title":"Principles behind Scrum and the Agile Manifesto","slug":"principles-behind-scrum-and-the-agile-manifesto","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/144467"}},{"articleId":144489,"title":"Scrum and the Agile Roadmap to Value","slug":"scrum-and-the-agile-roadmap-to-value","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/144489"}},{"articleId":144487,"title":"Scrum Roles","slug":"scrum-roles","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/144487"}},{"articleId":144466,"title":"Scrum Artifacts","slug":"scrum-artifacts","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/144466"}},{"articleId":144490,"title":"Scrum Activities","slug":"scrum-activities","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/144490"}},{"articleId":144488,"title":"Scrum Organizations, Certifications, and Resources","slug":"scrum-organizations-certifications-and-resources","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/144488"}}],"content":[{"title":"Scrum: Agile Software Development Manifesto","thumb":null,"image":null,"content":"<p>Scrum is a team approach to project management that aligns with the Agile Manifesto. The Agile Manifesto is an intentionally streamlined expression of the core values of agile project management.</p>\n<p>“We are uncovering better ways of developing software by doing it and helping others do it. Through this work, we have come to value:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Individuals and interactions over processes and tools</p>\n</li>\n<li>\n<p class=\"first-para\">Working software over comprehensive documentation</p>\n</li>\n<li>\n<p class=\"first-para\">Customer collaboration over contract negotiation</p>\n</li>\n<li>\n<p class=\"first-para\">Responding to change over following a plan</p>\n</li>\n</ul>\n<p>That is, while there is value in the items on the right, we value the items on the left more.”</p>\n<p><i>Agile Manifesto Copyright 2001: Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas</i><i>.</i></p>\n<p><i>This declaration may be freely copied in any form, but only in its entirety through this no</i></p>\n"},{"title":"Principles behind Scrum and the Agile Manifesto","thumb":null,"image":null,"content":"<p>Scrum is an approach that aligns to the values of the Agile Manifesto and the 12 Agile Principles. The 12 Agile Principles are a set of guiding concepts that support project teams in implementing agile projects.</p>\n<ol class=\"level-one\">\n<li>\n<p class=\"first-para\">Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.</p>\n</li>\n<li>\n<p class=\"first-para\">Welcome changing requirements, even late in development. Agile processes harness change for the customer&#8217;s competitive advantage.</p>\n</li>\n<li>\n<p class=\"first-para\">Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.</p>\n</li>\n<li>\n<p class=\"first-para\">Business people and developers must work together daily throughout the project.</p>\n</li>\n<li>\n<p class=\"first-para\">Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.</p>\n</li>\n<li>\n<p class=\"first-para\">The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.</p>\n</li>\n<li>\n<p class=\"first-para\">Working software is the primary measure of progress.</p>\n</li>\n<li>\n<p class=\"first-para\">Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.</p>\n</li>\n<li>\n<p class=\"first-para\">Continuous attention to technical excellence and good design enhances agility.</p>\n</li>\n<li>\n<p class=\"first-para\">Simplicity — the art of maximizing the amount of work not done — is essential.</p>\n</li>\n<li>\n<p class=\"first-para\">The best architectures, requirements, and designs emerge from self-organizing teams.</p>\n</li>\n<li>\n<p class=\"first-para\">At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.</p>\n</li>\n</ol>\n"},{"title":"Scrum and the Agile roadmap to value","thumb":null,"image":null,"content":"<p>Scrum is an implementation of agile project management. The roadmap to value is a high-level view of an agile project and is a guide for your project. It includes the following stages:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">In Stage 1, the product owner identifies the <i>product vision.</i></p>\n<p class=\"child-para\">The product vision is a definition of what your product is, how it will support your company’s or organization’s strategy, and who will use the product. On longer projects, revisit the product vision at least once a year.</p>\n</li>\n<li>\n<p class=\"first-para\">In Stage 2, the product owner and business stakeholders create a <i>product road</i><i>map</i><i>.</i></p>\n<p class=\"child-para\">The product roadmap is a high-level view of the product requirements, with a loose time frame for when you will develop those requirements. Identifying product requirements and then prioritizing and roughly estimating the effort for those requirements are a large part of creating your product roadmap. On longer projects, revise the product roadmap at least twice a year.</p>\n</li>\n<li>\n<p class=\"first-para\">In Stage 3, the product owner creates a <i>release plan.</i></p>\n<p class=\"child-para\">The release plan identifies a high-level timetable for the release of product. An agile project will often have many releases, with the highest-priority features launching first. Create a release plan at the beginning of each release.</p>\n</li>\n<li>\n<p class=\"first-para\">In Stage 4, the product owner, the scrum master, and the development team plan sprints and starts creating the product within those sprints.</p>\n<p class=\"child-para\"><i>Sprint planning</i> sessions take place at the start of each sprint, where the scrum team determines what requirements will be in the upcoming sprint, and the development team breaks those requirements into specifics tasks necessary to create the functionality.</p>\n</li>\n<li>\n<p class=\"first-para\">In Stage 5, during each sprint, the development team has <i>daily </i><i>scrum </i>meetings<i>.</i></p>\n<p class=\"child-para\">In the daily scrum meeting<i>,</i> you spend no more than 15 minutes organizing the priorities of the day and discussing what you completed yesterday, what you will work on today, and any roadblocks you have.</p>\n</li>\n<li>\n<p class=\"first-para\">In Stage 6, the team holds a <i>sprint review.</i></p>\n<p class=\"child-para\">In the sprint review<i>,</i> at the end of every sprint, the scrum team demonstrates the working product created during the sprint to the product stakeholders.</p>\n</li>\n<li>\n<p class=\"first-para\">In Stage 7, the team holds a <i>sprint retrospective.</i></p>\n<p class=\"child-para\">The sprint retrospective is a meeting where the scrum team discusses how the sprint went and plans for improvements in the next sprint. Like the sprint review, you have a sprint retrospective at the end of every sprint.</p>\n</li>\n</ul>\n"},{"title":"Scrum roles","thumb":null,"image":null,"content":"<p>Scrum mobilizes the project team around a specific set of functionality that the organization wants to release to the marketplace. Scrum teams include people in three roles for project management:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>Development team:</b> The group of people who do the work of creating a product. Programmers, testers, designers, writers, and anyone else who has a hands-on role in product development is a member of the development team.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Product owner:</b> The person responsible for bridging the gap between the customer, business stakeholders, and the development team. The product owner is an expert on the product and the customer&#8217;s needs and priorities. The product owner works with the development team daily to help clarify requirements.</p>\n<p class=\"child-para\">The product owner is sometimes called a <i>customer representative.</i></p>\n</li>\n<li>\n<p class=\"first-para\"><b>Scrum master:</b> The person responsible for supporting the development team, clearing organizational roadblocks, and keeping the agile process consistent.</p>\n<p class=\"child-para\">A scrum master is sometimes called a <i>project facilitator.</i></p>\n</li>\n</ul>\n<p>Two additional roles should be considered as part of the entire project team:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>Stakeholders:</b> Anyone with an interest in the project. Stakeholders are not ultimately responsible for the product, but they provide input and are affected by the project’s outcome. The group of stakeholders is diverse and can include people from different departments, or even different companies.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Agile mentor: </b>Someone who has experience implementing agile projects and can share that experience with a project team. The agile mentor can provide valuable feedback and advice to new project teams and to project teams that want to perform at a higher level.</p>\n</li>\n</ul>\n"},{"title":"Scrum artifacts","thumb":null,"image":null,"content":"<p>Scrum teams use three scrum <i>artifacts,</i> or deliverables, plus three other common agile practices to develop products in project management. As your team implements its plan, check for these articles and practices:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>Product vision statement: </b>An elevator pitch, or a quick summary, to communicate how your product supports the company&#8217;s or organization&#8217;s strategies. The vision statement must articulate the goals for the product. The product vision statement is a common agile practice but is not a scrum artifact.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Product roadmap: </b>The product roadmap is a high-level view of the product requirements, with a loose time frame for when you will develop those requirements. The product roadmap is also a common agile practice but is not a scrum artifact.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Product backlog: </b>The full list of what is in the scope for your project, ordered by priority. After you have your first requirement, you have a product backlog.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Release plan: </b>A high-level timetable for the release of working software. The release plan is a common agile practice, although release planning is inherently part of scrum.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Sprint backlog: </b>The goal, user stories, and tasks associated with the current sprint.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Increment:</b> The working product functionality at the end of each sprint.</p>\n</li>\n</ul>\n"},{"title":"Scrum activities","thumb":null,"image":null,"content":"<p>Scrum projects include five essential activities, plus two common agile practices, for product development. These processes enhance efficiency and performance from the first day to the last day of your project:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>Project planning: </b>The initial planning for your project. Project planning includes creating a product vision statement and a product roadmap, and can take place in as little time as one day. Project planning is a common agile practice but is not a scrum activity.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Release planning:</b> Planning the next set of product features to release and identifying an imminent product launch date around which the team can mobilize. On agile projects, you plan one release at a time. Although release planning is referred to in scrum, it is a common agile practice, not an official scrum activity.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Sprint:</b> A short cycle of development in which the team creates potentially shippable product functionality. Sprints, sometimes called <i>iterations,</i> typically last between one and four weeks. Sprints can last as little as one day but should not be longer than four weeks. Sprint length can change during the project, but velocity will be impacted by the duration change.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Sprint planning:</b> A meeting at the beginning of each sprint where the scrum team commits to a sprint goal. They also identify the requirements that support this goal and will be part of the sprint, and the individual tasks it will take to complete each requirement.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Daily scrum:</b> A 15-minute meeting held each day in a sprint. Here development team members coordinate on the priorities of the day, stating what they completed the day before, what they will focus on the current day, and whether they have any roadblocks.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Sprint review:</b> A meeting at the end of each sprint, introduced by the product owner, where the development team demonstrates the working product functionality it completed during the sprint.</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Sprint retrospective:</b> A meeting at the end of each sprint, where the scrum team discusses what went well, what could change, and how to make any changes.</p>\n</li>\n</ul>\n"},{"title":"Scrum organizations, certifications, and resources","thumb":null,"image":null,"content":"<p>The scrum community provides powerful online services to help you find and develop your skills. Here are useful links to members of the scrum community to help you manage your project:</p>\n<ul>\n<li><strong><a href=\"http://www.scrumalliance.org/\" target=\"_blank\" rel=\"noopener\">Scrum Alliance</a></strong>: The Scrum Alliance is a nonprofit professional membership organization that promotes the understanding and usage of scrum. The Scrum Alliance offers a number of professional certifications:\n<ul>\n<li>Certified ScrumMaster (CSM)</li>\n<li>Advanced Certified ScrumMaster (A-CSM)</li>\n<li>Certified Scrum Product Owner (CSPO)</li>\n<li>Advanced Certified Scrum Product Owner (A-CSPO)</li>\n<li>Certified Scrum Developer (CSD)</li>\n<li>Advanced Certified Scrum Developer (A-CSD)</li>\n<li>Certified Scrum Professional (CSP)<br />\nCSP for ScrumMasters (CSP-SM)<br />\nCSP for Product Owners (CSP-PO)<br />\nCSP for Developers (CSP-D)</li>\n<li>Certified Team Coach (CTC)</li>\n<li>Certified Enterprise Coach (CEC)</li>\n<li>Certified Agile Leadership (CAL)</li>\n</ul>\n</li>\n<li><strong><a href=\"http://scrumguides.org/\" target=\"_blank\" rel=\"noopener\">Scrumguides.org</a></strong>: <em>The Scrum Guide</em><sup>TM</sup><em>, the Definitive Guide to Scrum: The Rules of the Game</em> in over 30 languages. The Scrum Guide is available in both online and PDF formats available for download and is free to use.</li>\n<li><strong><a href=\"http://scrum.org/\" target=\"_blank\" rel=\"noopener\">Scrum.org</a></strong>: Scrum.org provides tools and resources for scrum practitioners to deliver value using scrum through assessments and certifications, including\n<ul>\n<li>Professional Scrum Master I &amp; II (PSM)</li>\n<li>Professional Scrum Product Owner I &amp; II (PSPO)</li>\n<li>Professional Scrum Developer (PSD)</li>\n</ul>\n</li>\n<li><strong><a href=\"http://scrumplop.org/\" target=\"_blank\" rel=\"noopener\">ScrumPLoP</a></strong>: Pattern Languages of Programs (PLoP) are methods of describing design practices within fields of expertise, and often have conferences organized around them for shared learning. ScrumPLoP publishes practical patterns that have been used successfully with organizations to get started with and become successful with scrum.</li>\n<li><strong><a href=\"http://scaledagileframework.com/\" target=\"_blank\" rel=\"noopener\">Scaled Agile Framework (SAFe)</a></strong>: The Scaled Agile Framework (SAFe) is a knowledge base for implementing agile practices and scrum at scale. (SAFe is a registered trademark of Scaled Agile Inc.)</li>\n<li><strong><a href=\"http://less.works/\" target=\"_blank\" rel=\"noopener\">Large-Scale Scrum (LeSS)</a></strong>: Large-Scale Scrum (or LeSS) is a scrum scaling method that provides two different frameworks known as basic LeSS and LeSS Huge.</li>\n<li><strong><a href=\"http://platinumedge.com/\" target=\"_blank\" rel=\"noopener\">Platinum Edge</a></strong>: Since 2001, Platinum Edge has been helping companies maximize project return on investment (ROI). The blog has the latest insights on practices, tools, and innovative solutions emerging from the dynamic agile community. Platinum Edge also provides the following services:\n<ul>\n<li><em>Audits:</em> Audits of your current processes and an explicit agile implementation strategy that delivers bottom-line results.</li>\n<li><em>Recruiting:</em> With access to the best agile and scrum talent — because Platinum Edge has personally trained them — Platinum Edge helps you find the right fit to bootstrap your scrum projects, including scrum masters, scrum product owners, and scrum developers.</li>\n<li><em>Training:</em> Public and customized corporate agile training and certification:<br />\nCertified ScrumMaster (CSM) classes<br />\nCertified Scrum Product Owner (CSPO) classes<br />\nCertified Scrum Developer (CSD) classes<br />\nSAFe Scaled Agile training and implementations</li>\n<li><em>Transformation: </em>After you have the right agile talent and training, agile coaches are embedded to ensure that the right practices deliver the right results in the real world.</li>\n</ul>\n</li>\n<li><strong><a href=\"http://groups.yahoo.com/group/scrumdevelopment\" target=\"_blank\" rel=\"noopener\">Scrum Development Yahoo! Group</a></strong>: The Scrum Development Yahoo! Group continues to be one of the best scrum message boards on the Internet for staying in tune with the global scrum community.</li>\n<li><strong><a href=\"http://infoq.com/scrum\" target=\"_blank\" rel=\"noopener\">InfoQ</a></strong>: InfoQ is an independent online community with a prominent scrum section offering news, articles, video interviews, video presentations, and minibooks, all written by scrum domain experts.</li>\n</ul>\n"}],"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"Two years","lifeExpectancySetFrom":"2022-02-24T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":207541},{"headers":{"creationTime":"2020-09-16T19:26:50+00:00","modifiedTime":"2022-02-22T16:21:46+00:00","timestamp":"2022-06-22T19:37:15+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"Project Management","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34249"},"slug":"project-management","categoryId":34249}],"title":"Project Management All-in-One For Dummies Cheat Sheet","strippedTitle":"project management all-in-one for dummies cheat sheet","slug":"project-management-all-in-one-for-dummies-cheat-sheet","canonicalUrl":"","seo":{"metaDescription":"Learn about the four project life-cycle phases and the five processes of project management that a successful project manager needs to know.","noIndex":0,"noFollow":0},"content":"Successful organizations create projects that produce desired results in established time frames with assigned resources. As a result, businesses are increasingly driven to find project managers who can excel in this type of work environment. To get started in project management, you should understand the phases of a project’s life cycle, processes involved in project management, and the basic tasks you’re expected to perform.\r\n\r\n[caption id=\"attachment_273434\" align=\"alignnone\" width=\"556\"]<img class=\"size-full wp-image-273434\" src=\"https://www.dummies.com/wp-content/uploads/project-management-concept.jpg\" alt=\"project management\" width=\"556\" height=\"377\" /> © Michail Petrov / Shutterstock.com[/caption]","description":"Successful organizations create projects that produce desired results in established time frames with assigned resources. As a result, businesses are increasingly driven to find project managers who can excel in this type of work environment. To get started in project management, you should understand the phases of a project’s life cycle, processes involved in project management, and the basic tasks you’re expected to perform.\r\n\r\n[caption id=\"attachment_273434\" align=\"alignnone\" width=\"556\"]<img class=\"size-full wp-image-273434\" src=\"https://www.dummies.com/wp-content/uploads/project-management-concept.jpg\" alt=\"project management\" width=\"556\" height=\"377\" /> © Michail Petrov / Shutterstock.com[/caption]","blurb":"","authors":[{"authorId":33422,"name":"Georgette C. Beatty","slug":"georgette-c-beatty","description":"","_links":{"self":"https://dummies-api.dummies.com/v2/authors/33422"}}],"primaryCategoryTaxonomy":{"categoryId":34249,"title":"Project Management","slug":"project-management","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34249"}},"secondaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"tertiaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"trendingArticles":null,"inThisArticle":[],"relatedArticles":{"fromBook":[{"articleId":274291,"title":"Agile Planning with the Roadmap to Value","slug":"agile-planning-with-the-roadmap-to-value","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/274291"}},{"articleId":274280,"title":"Enterprise Agility in 3 Not-So-Easy Steps","slug":"enterprise-agility-in-3-not-so-easy-steps","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/274280"}},{"articleId":274275,"title":"4 Values of the Agile Manifesto","slug":"4-values-of-the-agile-manifesto","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/274275"}},{"articleId":274270,"title":"What Is Project Management?","slug":"what-is-project-management","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/274270"}},{"articleId":274265,"title":"What Makes a Project a Project","slug":"what-makes-a-project-a-project","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/274265"}}],"fromCategory":[{"articleId":275133,"title":"What Is Agile Project Management?","slug":"what-is-agile-project-management","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/275133"}},{"articleId":275127,"title":"Strategic Approaches to Implementing and Managing Change","slug":"strategic-approaches-to-implementing-and-managing-change","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/275127"}},{"articleId":275120,"title":"Steps to Successfully Become an Agile Organization","slug":"steps-to-successfully-become-an-agile-organization","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/275120"}},{"articleId":275111,"title":"Agile Project Management: Know Your Customers","slug":"agile-project-management-know-your-customers","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/275111"}},{"articleId":274291,"title":"Agile Planning with the Roadmap to Value","slug":"agile-planning-with-the-roadmap-to-value","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/274291"}}]},"hasRelatedBookFromSearch":false,"relatedBook":{"bookId":282510,"slug":"project-management-all-in-one-for-dummies","isbn":"9781119700265","categoryList":["business-careers-money","business","project-management"],"amazon":{"default":"https://www.amazon.com/gp/product/1119700264/ref=as_li_tl?ie=UTF8&tag=wiley01-20","ca":"https://www.amazon.ca/gp/product/1119700264/ref=as_li_tl?ie=UTF8&tag=wiley01-20","indigo_ca":"http://www.tkqlhce.com/click-9208661-13710633?url=https://www.chapters.indigo.ca/en-ca/books/product/1119700264-item.html&cjsku=978111945484","gb":"https://www.amazon.co.uk/gp/product/1119700264/ref=as_li_tl?ie=UTF8&tag=wiley01-20","de":"https://www.amazon.de/gp/product/1119700264/ref=as_li_tl?ie=UTF8&tag=wiley01-20"},"image":{"src":"https://www.dummies.com/wp-content/uploads/project-management-all-in-one-for-dummies-cover-9781119700265-203x255.jpg","width":203,"height":255},"title":"Project Management All-in-One For Dummies","testBankPinActivationLink":"","bookOutOfPrint":true,"authorsInfo":"<p><b>Jonathan L. Portny, MBA, PMP<sup>&#174;</sup>,</b> has more than 15 years of experience in the field of project management and is a certified Project Management Professional. His father,<b> <b data-author-id=\"34809\">Stanley E. Portny</b>, PMP<sup>&#174;</sup>,</b> was an internationally recognized expert in project management and the author of all previous editions of <i>Project Management for Dummies.</i></p>","authors":[{"authorId":34809,"name":"Stanley E. Portny","slug":"stanley-e.-portny","description":" <p><b>Jonathan L. Portny, MBA, PMP<sup>&#174;</sup>,</b> has more than 15 years of experience in the field of project management and is a certified Project Management Professional. His father,<b> Stanley E. Portny, PMP<sup>&#174;</sup>,</b> was an internationally recognized expert in project management and the author of all previous editions of <i>Project Management for Dummies.</i></p> ","_links":{"self":"https://dummies-api.dummies.com/v2/authors/34809"}}],"_links":{"self":"https://dummies-api.dummies.com/v2/books/"}},"collections":[],"articleAds":{"footerAd":"<div class=\"du-ad-region row\" id=\"article_page_adhesion_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_adhesion_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;project-management&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781119700265&quot;]}]\" id=\"du-slot-62b36f6b55a1e\"></div></div>","rightAd":"<div class=\"du-ad-region row\" id=\"article_page_right_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_right_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;project-management&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781119700265&quot;]}]\" id=\"du-slot-62b36f6b561c0\"></div></div>"},"articleType":{"articleType":"Cheat Sheet","articleList":[{"articleId":0,"title":"","slug":null,"categoryList":[],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/"}}],"content":[{"title":"The 4 phases of a project’s life cycle","thumb":null,"image":null,"content":"<p>A project’s <em>life cycle</em> is the series of phases that the project passes through as it goes from its start to its completion. A <em>phase</em> is a collection of logically related project activities that culminates in the completion of one or more project deliverables. Every project, whether large or small, passes through the following four project life-cycle phases:</p>\n<ul>\n<li><strong>Starting the project:</strong> This phase involves generating, evaluating, and framing the business need for the project and the general approach to performing it and agreeing to prepare a detailed project plan. Outputs from this phase may include approval to proceed to the next phase, documentation of the need for the project and rough estimates of time and resources to perform it (often included in a project charter), and an initial list of people who may be interested in, involved with, or affected by the project.</li>\n<li><strong>Organizing and preparing:</strong> This phase involves developing a plan that specifies the desired results; the work to do; the time, cost, and other resources required; and a plan for how to address key project risks. Outputs from this phase may include a project plan that documents the intended project results and the time, resources, and supporting processes needed to create them.</li>\n<li><strong>Carrying out the work:</strong> This phase involves establishing the project team and the project support systems, performing the planned work, and monitoring and controlling performance to ensure adherence to the current plan. Outputs from this phase may include project results, project progress reports, and other communications.</li>\n<li><strong>Closing the project:</strong> This phase involves assessing the project results, obtaining customer approvals, transitioning project team members to new assignments, closing financial accounts, and conducting a post-project evaluation. Outputs from this phase may include final, accepted, and approved project results and recommendations and suggestions for applying lessons learned from this project to similar efforts in the future.</li>\n</ul>\n<p>For small projects, this entire life cycle can take just a few days. For larger projects, it can take many years! In fact, to allow for greater focus on key aspects and to make it easier to monitor and control the work, project managers often subdivide larger projects into separate phases, each of which is treated as a mini-project and passes through these four life-cycle phases. No matter how simple or complex the project is, however, these four phases are the same.</p>\n"},{"title":"The 5 processes of project management","thumb":null,"image":null,"content":"<p><em>Project management</em> is the process of guiding a project from its beginning through its performance to its closure. Project management includes five sets of processes:</p>\n<ul>\n<li><strong>Initiating processes:</strong> Clarifying the business need, defining high-level expectations and resource budgets, and beginning to identify audiences that may play a role in your project</li>\n<li><strong>Planning processes:</strong> Detailing the project scope, time frames, resources, and risks, as well as intended approaches to project communications, quality, and management of external purchases of goods and services</li>\n<li><strong>Executing processes:</strong> Establishing and managing the project team, communicating with and managing project audiences, and implementing the project plans</li>\n<li><strong>Monitoring and controlling processes:</strong> Tracking performance and taking actions necessary to help ensure project plans are successfully implemented and the desired results are achieved</li>\n<li><strong>Closing processes:</strong> Ending all project activity</li>\n</ul>\n<p>These five process groups help support the project through the four phases of its life cycle. Initiating processes support the work to be done when starting the project, and planning processes support the organizing and preparing phase. Executing processes guide the project tasks performed when carrying out the work, and closing processes are used to perform the tasks that bring the project to an end.</p>\n<p><a href=\"https://dummies-wp-content.dummies.com/software/microsoft-office/project/ten-project-management-pitfalls-and-how-to-avoid-them/\">Successfully performing</a> these processes requires the following:</p>\n<ul>\n<li><strong>Information:</strong> Accurate, timely, and complete data for the planning, performance monitoring, and final assessment of the project</li>\n<li><strong>Communication:</strong> Clear, open, and timely sharing of information with appropriate individuals and groups throughout the project’s duration</li>\n<li><strong>Commitment:</strong> Team members’ personal promises to produce the agreed-upon results on time and within budget</li>\n</ul>\n"},{"title":"Project manager’s jobs","thumb":null,"image":null,"content":"<p>Historically, the performance rules in traditional organizations were simple: Your boss made assignments; you carried them out. Questioning your assignments was a sign of insubordination or incompetence.</p>\n<p>But these rules have changed. Today your boss may generate ideas, but you assess how to implement them. You confirm that a project meets your boss’s (and your organization’s) real need and then determine the work, schedules, and resources you require to implement it.</p>\n<p>Handling a project any other way simply doesn’t make sense. The project manager must be involved in developing the plans because she needs the opportunity to clarify expectations and proposed approaches and then to raise any questions she may have <em>before</em> the project work begins.</p>\n<p>The key to project success is being proactive. Instead of waiting for others to tell you what to do, you’re in charge of the following:</p>\n<ul>\n<li>Seek out information because you know you need it.</li>\n<li>Follow the plan because you believe it’s the best way.</li>\n<li>Involve people whom you know are important for the project.</li>\n<li>Identify issues and risks, analyze them, and elicit support to address them.</li>\n<li>Share information with the people you know need to have it.</li>\n<li>Put all important information in writing.</li>\n<li>Ask questions and encourage other people to do the same.</li>\n<li>Commit to your project’s success.</li>\n</ul>\n"}],"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"Five years","lifeExpectancySetFrom":"2022-02-22T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":273433},{"headers":{"creationTime":"2016-03-27T16:52:22+00:00","modifiedTime":"2022-02-18T19:52:11+00:00","timestamp":"2022-06-22T19:37:14+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"Project Management","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34249"},"slug":"project-management","categoryId":34249}],"title":"Lean For Dummies Cheat Sheet","strippedTitle":"lean for dummies cheat sheet","slug":"lean-for-dummies-cheat-sheet","canonicalUrl":"","seo":{"metaDescription":"Get the basics of being a great Lean leader under your belt by defining value and waste and improving the value stream.","noIndex":0,"noFollow":0},"content":"To understand how to apply Lean in any organization, you should know the basics: the principles, the definitions of value and waste, how to lead effectively, and how to define and improve the value stream. You should also be aware of how a Lean leader thinks and acts.","description":"To understand how to apply Lean in any organization, you should know the basics: the principles, the definitions of value and waste, how to lead effectively, and how to define and improve the value stream. You should also be aware of how a Lean leader thinks and acts.","blurb":"","authors":[{"authorId":10001,"name":"Natalie J. Sayer","slug":"natalie-j-sayer","description":"Natalie J. Sayer has more than 25 years of international experience as an implementer, facilitator, and consultant in continuous improvement methods.","_links":{"self":"https://dummies-api.dummies.com/v2/authors/10001"}},{"authorId":9792,"name":"Bruce Williams","slug":"bruce-williams","description":" <p><b>Craig Gygi</b> is Executive VP of Operations at MasterControl, a leading company providing software and services for best practices in automating and connecting every stage of quality&#47;regulatory compliance, through the entire product life cycle. He is an operations executive and internationally recognized Lean Six Sigma thought leader and practitioner. <b>Bruce Williams</b> is Vice President of Pegasystems, the world leader in business process management. He is a leading speaker and presenter on business and technology trends, and is co&#45;author of <i>Six Sigma Workbook for Dummies, Process Intelligence for Dummies, BPM Basics for Dummies</i> and <i>The Intelligent Guide to Enterprise BPM</i>. <b>Neil DeCarlo</b> was President of DeCarlo Communications. 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He is a leading speaker and presenter on business and technology trends and is coauthor of <i>Six Sigma Workbook For Dummies, Process Intelligence For Dummies, BPM Basics For Dummies,</i> and the <i>Intelligent Guide to Enterprise BPM.</i></p>","_links":{"self":"https://dummies-api.dummies.com/v2/authors/34952"}},{"authorId":9792,"name":"Bruce Williams","slug":"bruce-williams","description":" <p><b>Craig Gygi</b> is Executive VP of Operations at MasterControl, a leading company providing software and services for best practices in automating and connecting every stage of quality&#47;regulatory compliance, through the entire product life cycle. He is an operations executive and internationally recognized Lean Six Sigma thought leader and practitioner. <b>Bruce Williams</b> is Vice President of Pegasystems, the world leader in business process management. He is a leading speaker and presenter on business and technology trends, and is co&#45;author of <i>Six Sigma Workbook for Dummies, Process Intelligence for Dummies, BPM Basics for Dummies</i> and <i>The Intelligent Guide to Enterprise BPM</i>. <b>Neil DeCarlo</b> was President of DeCarlo Communications. 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it is based on the ideas of “Continuous Incremental Improvement” and “Respect for People.”</p>\n<h2>Focus on the fundamentals</h2>\n<p>The basic principles of Lean are</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Focus on effectively delivering value to your Customer</p>\n</li>\n<li>\n<p class=\"first-para\">Respect and engage the people</p>\n</li>\n<li>\n<p class=\"first-para\">Improve the Value Stream by eliminating all types of waste</p>\n</li>\n<li>\n<p class=\"first-para\">Maintain Flow</p>\n</li>\n<li>\n<p class=\"first-para\">Pull Through the System</p>\n</li>\n<li>\n<p class=\"first-para\">Strive for Perfection</p>\n</li>\n</ul>\n<h2>Your customer tells you what they value</h2>\n<p>You customer defines value or value-added with the following three conditions:</p>\n<ol class=\"level-one\">\n<li>\n<p class=\"first-para\">It must transform the product or service.</p>\n</li>\n<li>\n<p class=\"first-para\">The customer must be willing to “pay” for it.</p>\n</li>\n<li>\n<p class=\"first-para\">It must be done correctly the first time.</p>\n</li>\n</ol>\n<p>If you don’t meet all three of these criteria, then you have non-value-added activities or waste.</p>\n<h2>What’s “waste” anyway?</h2>\n<p>Waste comes in three main forms:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>Mura</b> or waste due to variation</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Muri</b> or waste due to overburdening or stressing the people, equipment or system</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Muda</b> also known as the “seven forms of waste”</p>\n</li>\n</ul>\n<p>The following are the wastes most commonly associated with Lean:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><b>Transportation:</b> Is there unnecessary (non-value-added) movement of parts, materials, or information between processes?</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Waiting:</b> Are people or parts, systems or facilities idle — waiting for a work cycle to be completed?</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Overproduction:</b> Are you producing sooner, faster, or in greater quantities than the customer is demanding?</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Defects:</b> Does the process result in anything that the customer would deem unacceptable?</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Inventory:</b> Do you have any raw materials, work-in-progress (WIP), or finished goods that are not having value added to them?</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Movement:</b> How much do you move materials, people, equipment, and goods within a processing step?</p>\n</li>\n<li>\n<p class=\"first-para\"><b>Extra Processing:</b> How much extra work is performed beyond the standard required by the customer?</p>\n</li>\n</ul>\n<p>Sometimes you will also hear “the disengagement of people&#8221; identified as a form of muda.</p>\n"},{"title":"Behaviors of a Lean leader","thumb":null,"image":null,"content":"<p>Lean leaders effectively exhibit the following behaviors every day. They know how the business serves the customer by</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Understanding what customers want, need, and value, or what will thrill them</p>\n</li>\n<li>\n<p class=\"first-para\">Knowing how the business satisfies the customer</p>\n</li>\n<li>\n<p class=\"first-para\">Improving the effectiveness of how the business satisfies the customer</p>\n</li>\n</ul>\n<p>They build ability in the people through</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Guiding problem solving — root cause, right problem, right resources</p>\n</li>\n<li>\n<p class=\"first-para\">Leading from <i>gemba</i>; applying 3Gen</p>\n</li>\n<li>\n<p class=\"first-para\">Asking open-ended, probing questions</p>\n</li>\n</ul>\n<p>They show a continuous improvement mindset by</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Continually challenging the status quo</p>\n</li>\n<li>\n<p class=\"first-para\">Knowing that there is always room for improvement</p>\n</li>\n<li>\n<p class=\"first-para\">Understanding that the customer changes — what delights today is a necessity tomorrow</p>\n</li>\n</ul>\n<p>They focus on process and results by</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Obtaining results</p>\n</li>\n<li>\n<p class=\"first-para\">Ensuring that how the results are achieved is the most effective utilization of all resources, in the direction of the ideal state</p>\n</li>\n<li>\n<p class=\"first-para\">Improving how the organization accomplishes results</p>\n</li>\n</ul>\n<p>They demonstrate an understanding of the value stream at a macro and micro level through</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Knowing what the customer requires and how the value stream satisfies them</p>\n</li>\n<li>\n<p class=\"first-para\">Having knowledge of the overall value stream, including tributaries</p>\n</li>\n<li>\n<p class=\"first-para\">Asking questions when changes are made at the local level to ensure that the team understands how the change will impact the customer and the rest of the value stream</p>\n</li>\n</ul>\n<p>They create a culture to sustain improvement by</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Identifying, modeling, and encouraging Lean behaviors</p>\n</li>\n<li>\n<p class=\"first-para\">Finding the lessons in every “failure” — blame does not foster improvement or innovation</p>\n</li>\n<li>\n<p class=\"first-para\">Respecting and improving standards — questions when the organization is deviating from the standard</p>\n</li>\n</ul>\n"},{"title":"Leading a Lean organization","thumb":null,"image":null,"content":"<p>To create a sustaining Lean organization, you lead differently. Lean leaders lead from <i>gemba</i><i>,</i> where the action happens. They know the only way to truly understand what is happening is to go to the place where the action occurs. Once there, they apply 3Gen or the 3 Actuals:</p>\n<ol class=\"level-one\">\n<li>\n<p class=\"first-para\"><i>genchi</i> — (like <i>gemba</i>) go to the actual place</p>\n</li>\n<li>\n<p class=\"first-para\"><i>genbutsu</i> — observe the actual product, process or service</p>\n</li>\n<li>\n<p class=\"first-para\"><i>genjitsu</i> — gather actual facts</p>\n</li>\n</ol>\n"},{"title":"Using Lean to define and improve the value stream","thumb":null,"image":null,"content":"<p>The value stream includes all of the activities, materials, people, and information that must flow and come together to provide your customer the value they want, when they want it and how they want it. You identify the value stream on a value-stream map, using specific icons.</p>\n<p>You improve the value stream by following the Plan-Do-Check-Act process (sometimes called the Plan-Do-Study-Act process). The 3P Methodology (Production Preparation Process) is used upfront to design products and processes before they are in the final form. By creating an environment of safety and order, you can more easily identify where waste happens. The process for this environment is sort, straighten, scrub, systematize, and standardize while eliminating any unsafe conditions; this is known as 5S+.</p>\n<h2>Example value-stream map (VSM)</h2>\n<p>When you have created your VSM, you will identify areas for improvement. Here is an example of a VSM showing the current state of the process and several potential areas for improvement.</p>\n<div class=\"imageBlock\" style=\"width: 535px;\">\n<p><img loading=\"lazy\" src=\"https://www.dummies.com/wp-content/uploads/317805.Lean.jpg\" alt=\"The current-state VSM markup for a salad company.\" width=\"535\" height=\"466\" /></p>\n<div class=\"imageCaption\">The current-state VSM markup for a salad company.</div>\n</div>\n"},{"title":"Defining waste in the Lean system","thumb":null,"image":null,"content":"<p>Waste comes in three main forms:</p>\n<ol class=\"level-one\">\n<li>\n<p class=\"first-para\">Mura or waste due to variation</p>\n</li>\n<li>\n<p class=\"first-para\">Muri or waste due to overburdening or stressing the people, equipment or system.</p>\n</li>\n<li>\n<p class=\"first-para\">Muda also known as the “seven forms of waste”.</p>\n</li>\n</ol>\n<p>The following are the wastes most commonly associated with Lean.</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Transportation: Is there unnecessary (non-value added) movement of parts, materials, or information between processes?</p>\n</li>\n<li>\n<p class=\"first-para\">Waiting: Are people or parts, systems or facilities idle &#8211; waiting for a work cycle to be completed?</p>\n</li>\n<li>\n<p class=\"first-para\">Overproduction: Are you producing sooner, faster or in greater quantities than the customer is demanding?</p>\n</li>\n<li>\n<p class=\"first-para\">Defects: Does the process result in anything that the customer would deem unacceptable?</p>\n</li>\n<li>\n<p class=\"first-para\">Inventory: Do you have any raw materials, work-in-progress (WIP) or finished goods that are not having value added to them?</p>\n</li>\n<li>\n<p class=\"first-para\">Movement: How much do you move materials, people, equipment and goods within a processing step?</p>\n</li>\n<li>\n<p class=\"first-para\">Extra Processing: How much extra work is performed beyond the standard required by the customer?</p>\n</li>\n</ul>\n<p>Sometimes you will also hear “the disengagement of people&#8221; identified as a form of muda.</p>\n<p>Muda comes in two flavors called Type-1 muda and Type-2 muda. What’s the difference? In both cases it fails to meet all three criteria for value-added as defined by your customer.</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Type I muda — Non-value added, but necessary for the system to function. Minimize this until you can eliminate it.</p>\n</li>\n<li>\n<p class=\"first-para\">Type II muda — Non-value added and unnecessary. Eliminate this first!</p>\n</li>\n</ul>\n"},{"title":"The Kaizen Project PDCA, or PDSA, Cycle of Lean","thumb":null,"image":null,"content":"<p>The term <i>Kaizen</i> is derived from two Japanese characters; <i>kai</i>, meaning “change” and <i>zen</i> meaning “continuous improvement.” Eliminating waste in the value stream is the goal of <i>Kaizen</i>. The PDCA (or PDSA) Cycle is the Lean working structure –the system for executing Kaizen. The acronym stands for:</p>\n<ol class=\"level-one\">\n<li>\n<p class=\"first-para\">Plan.</p>\n<p class=\"child-para\">Create a plan for change, identifying specifically what you want to change. Define the steps you need to make the change, and predict the results of the change.</p>\n</li>\n<li>\n<p class=\"first-para\">Do.</p>\n<p class=\"child-para\">Carry out the plan in a trial or test environment, on a small scale, under controlled conditions.</p>\n</li>\n<li>\n<p class=\"first-para\">Check (or study).</p>\n<p class=\"child-para\">Examine the results of your trial. Verify that you’ve improved the process. If you have, consider implementing it on a broader scale. If you haven’t improved the process, go back and try again.</p>\n</li>\n<li>\n<p class=\"first-para\">Act.</p>\n<p class=\"child-para\">Implement the changes you’ve verified on a broader scale. Update the standard operating procedures.</p>\n</li>\n</ol>\n"}],"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"One year","lifeExpectancySetFrom":"2022-02-18T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":208353},{"headers":{"creationTime":"2016-03-27T16:49:37+00:00","modifiedTime":"2022-02-17T22:10:46+00:00","timestamp":"2022-06-22T19:37:14+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"Project Management","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34249"},"slug":"project-management","categoryId":34249}],"title":"Project Management For Dummies Cheat Sheet","strippedTitle":"project management for dummies cheat sheet","slug":"project-management-for-dummies-cheat-sheet","canonicalUrl":"","seo":{"metaDescription":"Because of the ever-growing array of huge, complex, and technically challenging projects in today's world, effective project managers are in higher demand than ","noIndex":0,"noFollow":0},"content":"Because of the ever-growing array of huge, complex, and technically challenging projects in today's world, effective project managers are in higher demand than ever before.\r\n\r\nPeople need the tools, techniques, and knowledge to handle their project management assignments, such as confirming a project's justification, developing project objectives and schedules, maintaining commitment for a project, holding people accountable, and avoiding common project pitfalls.","description":"Because of the ever-growing array of huge, complex, and technically challenging projects in today's world, effective project managers are in higher demand than ever before.\r\n\r\nPeople need the tools, techniques, and knowledge to handle their project management assignments, such as confirming a project's justification, developing project objectives and schedules, maintaining commitment for a project, holding people accountable, and avoiding common project pitfalls.","blurb":"","authors":[{"authorId":9280,"name":"Stanley E. Portny","slug":"stanley-e-portny","description":"Stanley E. Portny, PMP, is an internationally recognized expert in project management and project leadership. During the past 30 years, he has provided training and consultation to more than 150 public and private organizations. He is a Project Management Institute–certified project management professional.","_links":{"self":"https://dummies-api.dummies.com/v2/authors/9280"}}],"primaryCategoryTaxonomy":{"categoryId":34249,"title":"Project Management","slug":"project-management","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34249"}},"secondaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"tertiaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"trendingArticles":null,"inThisArticle":[],"relatedArticles":{"fromBook":[{"articleId":247926,"title":"How to Assess Your Project Stakeholders’ Power and Interest","slug":"assess-project-stakeholders-power-interest","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/247926"}},{"articleId":247923,"title":"How to Use a Stakeholder Register Template","slug":"use-stakeholder-register-template","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/247923"}},{"articleId":247920,"title":"How to Gather Ideas for Projects","slug":"gather-ideas-projects","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/247920"}},{"articleId":247916,"title":"Handling Administrative Issues at the End of Your Project","slug":"handling-administrative-issues-end-project","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/247916"}},{"articleId":247913,"title":"10 Questions to Ask Yourself as You Plan Your Project","slug":"10-questions-ask-plan-project","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/247913"}}],"fromCategory":[{"articleId":275133,"title":"What Is Agile Project Management?","slug":"what-is-agile-project-management","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/275133"}},{"articleId":275127,"title":"Strategic Approaches to Implementing and Managing Change","slug":"strategic-approaches-to-implementing-and-managing-change","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/275127"}},{"articleId":275120,"title":"Steps to Successfully Become an Agile Organization","slug":"steps-to-successfully-become-an-agile-organization","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/275120"}},{"articleId":275111,"title":"Agile Project Management: Know Your Customers","slug":"agile-project-management-know-your-customers","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/275111"}},{"articleId":274291,"title":"Agile Planning with the Roadmap to Value","slug":"agile-planning-with-the-roadmap-to-value","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/274291"}}]},"hasRelatedBookFromSearch":false,"relatedBook":{"bookId":282511,"slug":"project-management-for-dummies","isbn":"9781119869818","categoryList":["business-careers-money","business","project-management"],"amazon":{"default":"https://www.amazon.com/gp/product/1119869811/ref=as_li_tl?ie=UTF8&tag=wiley01-20","ca":"https://www.amazon.ca/gp/product/1119869811/ref=as_li_tl?ie=UTF8&tag=wiley01-20","indigo_ca":"http://www.tkqlhce.com/click-9208661-13710633?url=https://www.chapters.indigo.ca/en-ca/books/product/1119869811-item.html&cjsku=978111945484","gb":"https://www.amazon.co.uk/gp/product/1119869811/ref=as_li_tl?ie=UTF8&tag=wiley01-20","de":"https://www.amazon.de/gp/product/1119869811/ref=as_li_tl?ie=UTF8&tag=wiley01-20"},"image":{"src":"https://www.dummies.com/wp-content/uploads/9781119869818-203x255.jpg","width":203,"height":255},"title":"Project Management For Dummies","testBankPinActivationLink":"","bookOutOfPrint":true,"authorsInfo":"<p><b>Jonathan L. Portny, MBA, PMP<sup>&#174;</sup>,</b> has more than 15 years of experience in the field of project management and is a certified Project Management Professional. His father,<b> <b data-author-id=\"34809\">Stanley E. Portny</b>, PMP<sup>&#174;</sup>,</b> was an internationally recognized expert in project management and the author of all previous editions of <i>Project Management for Dummies.</i></p> <p><b><b data-author-id=\"35153\">Jonathan L. Portny</b>, MBA, PMP<sup>&#174;</sup>,</b> has more than 15 years of experience in the field of project management and is a certified Project Management Professional. His father,<b> Stanley E. Portny, PMP<sup>&#174;</sup>,</b> was an internationally recognized expert in project management and the author of all previous editions of <i>Project Management for Dummies.</i></p>","authors":[{"authorId":34809,"name":"Stanley E. Portny","slug":"stanley-e.-portny","description":" <p><b>Jonathan L. Portny, MBA, PMP<sup>&#174;</sup>,</b> has more than 15 years of experience in the field of project management and is a certified Project Management Professional. His father,<b> Stanley E. Portny, PMP<sup>&#174;</sup>,</b> was an internationally recognized expert in project management and the author of all previous editions of <i>Project Management for Dummies.</i></p> ","_links":{"self":"https://dummies-api.dummies.com/v2/authors/34809"}},{"authorId":35153,"name":"Jonathan L. Portny","slug":"jonathan-l.-portny","description":" <p><b>Jonathan L. Portny, MBA, PMP<sup>&#174;</sup>,</b> has more than 15 years of experience in the field of project management and is a certified Project Management Professional. His father,<b> Stanley E. Portny, PMP<sup>&#174;</sup>,</b> was an internationally recognized expert in project management and the author of all previous editions of <i>Project Management for Dummies.</i></p> ","_links":{"self":"https://dummies-api.dummies.com/v2/authors/35153"}}],"_links":{"self":"https://dummies-api.dummies.com/v2/books/"}},"collections":[],"articleAds":{"footerAd":"<div class=\"du-ad-region row\" id=\"article_page_adhesion_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_adhesion_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;project-management&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781119869818&quot;]}]\" id=\"du-slot-62b36f6a54dae\"></div></div>","rightAd":"<div class=\"du-ad-region row\" id=\"article_page_right_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_right_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;project-management&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781119869818&quot;]}]\" id=\"du-slot-62b36f6a554ce\"></div></div>"},"articleType":{"articleType":"Cheat Sheet","articleList":[{"articleId":168463,"title":"Project Management Basics: Confirming Your Project's Justification","slug":"project-management-basics-confirming-your-projects-justification","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/168463"}},{"articleId":168402,"title":"Project Management Tips for Developing Meaningful Project Objectives","slug":"project-management-tips-for-developing-meaningful-project-objectives","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/168402"}},{"articleId":168462,"title":"Project Manager Skill: Developing Achievable Project Schedules","slug":"project-manager-skill-developing-achievable-project-schedules","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/168462"}},{"articleId":168459,"title":"For Project Managers: How to Elicit and Sustain Commitment for Projects","slug":"for-project-managers-how-to-elicit-and-sustain-commitment-for-projects","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/168459"}},{"articleId":168401,"title":"Effective Project Management: How to Hold People Accountable","slug":"effective-project-management-how-to-hold-people-accountable","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/168401"}},{"articleId":168461,"title":"How to Avoid Common Project Management Pitfalls","slug":"how-to-avoid-common-project-management-pitfalls","categoryList":[],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/168461"}}],"content":[{"title":"Confirming your project's justification","thumb":null,"image":null,"content":"<p>A key requirement for project management success is knowing why the project was created in the first place. In addition to helping ensure that the appropriate objectives and desired results are framed at the outset, this knowledge energizes project team members and fuels their commitment to achieve those objectives and results.</p>\n<p>Take the following steps to determine your project’s justification:</p>\n<ul>\n<li>Identify your project’s drivers and determine their needs and expectations. <em>Project drivers</em> are people for whom you perform the project; they have some authority to define the results of the project.</li>\n<li>Look for existing statements that confirm your project’s support of your organization’s priorities. Consult your organization’s long-range plan, annual budget, capital expenditures plan, and key performance indicators, or KPIs, as well as notes from meetings where your project was proposed and discussed. Also contact the people who attended those meetings.</li>\n<li>When checking with people or written documents for confirmation of your project’s justification, do the following:</li>\n<li>Try to find several sources for the same piece of information (the more independent sources you find that corroborate the same information, the more likely that information is correct).</li>\n<li>Get information from primary sources (a <em>primary source</em> contains the original information; a <em>secondary source</em> is someone else’s report of the information from the primary source).</li>\n<li>Use written sources because they provide a constant and enduring record of the information and they reduce the chances that the information will be altered, filtered, or misinterpreted (inadvertently or purposely) before you see it.</li>\n<li>When speaking with people about important information, have at least one other person present to increase the likelihood of accurately interpreting the speaker’s message.</li>\n<li>Write down all information you obtain from meetings.</li>\n<li>Plan to meet with key audiences at least two times. Your first meeting gets them thinking about issues; your second meeting allows you to clarify any ambiguities or inconsistencies from the first session.</li>\n<li>Confirm what you heard in meetings with written sources and compare perceptions and opinions to written, factual data (from primary sources, ideally). Reconcile any discrepancies.</li>\n</ul>\n"},{"title":"Tips for developing meaningful project objectives","thumb":null,"image":null,"content":"<p>As a project manager, developing concise and unambiguous <i>project objectives</i> (or statements of your project&#8217;s desired results) increases the chances that you&#8217;ll successfully accomplish them. Follow these pointers to ensure your project objectives are crystal clear:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Focus on outcomes rather than activities. (For example, &#8220;produce a final, approved report&#8221; is preferable to &#8220;read and review draft report.&#8221;)</p>\n</li>\n<li>\n<p class=\"first-para\">Make sure your objectives are SMART (<b>s</b>pecific, <b>m</b>easurable, <b>a</b>ggressive, <b>r</b>ealistic, and <b>t</b>ime-sensitive).</p>\n</li>\n<li>\n<p class=\"first-para\">Use clear language — no technical jargon or acronyms.</p>\n</li>\n<li>\n<p class=\"first-para\">Make sure every objective has at least one measure and every measure has at least one performance target. For example, if the narrative statement of your objective is &#8220;to develop a new product,&#8221; one measure would be &#8220;target completion date&#8221; and the performance target for that measure would be a specific date.</p>\n</li>\n</ul>\n"},{"title":"Developing achievable project schedules","thumb":null,"image":null,"content":"<p>Producing your project&#8217;s results on schedule is an essential requirement for its success. To have the greatest chance of completing your project on time, you need to develop a project schedule that&#8217;s achievable, responsive to your client&#8217;s needs, and understood and supported by all project team members.</p>\n<p>Take the following steps to create a realistic and attainable project schedule:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Identify all required activities.</p>\n</li>\n<li>\n<p class=\"first-para\">Break down activities into sufficient detail. For example, instead of including a single activity named &#8220;determine requirements for new product&#8221; in your schedule, break it down further into &#8220;review correspondence,&#8221; &#8220;interview salespeople,&#8221; &#8220;conduct focus groups,&#8221; and &#8220;prepare a report of the requirements for the new product.&#8221;</p>\n</li>\n<li>\n<p class=\"first-para\">Always consider both <i>duration</i> (the number of work periods required to perform an activity) and <i>interdependencies</i> (the order in which activities are performed) as you develop your project schedule.</p>\n</li>\n<li>\n<p class=\"first-para\">Identify your strategy for performing each activity before you estimate its duration.</p>\n</li>\n<li>\n<p class=\"first-para\">Factor in the availability of resources (such as the number of hours each day in May that the manufacturing engineer will be able to work on your project).</p>\n</li>\n<li>\n<p class=\"first-para\">Recognize and write down all assumptions related to your project and its schedule. For example, if you don&#8217;t yet know what your project budget is, write down that you&#8217;ll assume your budget will be $100,000 until you find out otherwise.</p>\n</li>\n<li>\n<p class=\"first-para\">Identify and plan for all significant project schedule risks (such as whether the redesign of the company financial system will cause your project to be delayed).</p>\n</li>\n<li>\n<p class=\"first-para\">Reexamine and revise, if necessary, your original schedule after your project is approved and before you start work on it.</p>\n</li>\n<li>\n<p class=\"first-para\">Involve your <i>project drivers</i> (people for whom you perform the project) and <i>supporters</i> (people who help perform your project) in developing the schedule.</p>\n</li>\n</ul>\n"},{"title":"How to elicit and sustain commitment for projects","thumb":null,"image":null,"content":"<p>You can&#8217;t do your project alone; as project manager, you need your team members to work together to successfully reach the project&#8217;s final objectives and goals.</p>\n<p>Follow these tips to bring enthusiasm and commitment to your project team (and to maintain both throughout your project&#8217;s life cycle):</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Clarify project benefits for the organization and for individual team members.</p>\n</li>\n<li>\n<p class=\"first-para\">Involve team members in the planning process.</p>\n</li>\n<li>\n<p class=\"first-para\">Help people see that the project plan is feasible.</p>\n</li>\n<li>\n<p class=\"first-para\">Address issues, concerns, and questions promptly and openly.</p>\n</li>\n<li>\n<p class=\"first-para\">Provide frequent, meaningful feedback to your team members.</p>\n</li>\n<li>\n<p class=\"first-para\">Acknowledge people&#8217;s contributions.</p>\n</li>\n</ul>\n"},{"title":"Holding people accountable","thumb":null,"image":null,"content":"<p>When people accept a responsibility, they give you the right to hold them accountable for their performance. Even if you technically have no direct authority over a person on your project team, act as if you have the authority, unless you&#8217;re specifically told otherwise.</p>\n<p>Here are some effective ways to hold the people on your project team accountable:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">Involve the people who have authority over your team members.</p>\n</li>\n<li>\n<p class=\"first-para\">Be specific regarding desired results, time frames, and resource budgets.</p>\n</li>\n<li>\n<p class=\"first-para\">Get your team members&#8217; commitment.</p>\n</li>\n<li>\n<p class=\"first-para\">Put all commitments in writing.</p>\n</li>\n<li>\n<p class=\"first-para\">Agree on a plan for monitoring your team members&#8217; progress and follow it.</p>\n</li>\n<li>\n<p class=\"first-para\">Tell others on your project about the commitments made.</p>\n</li>\n<li>\n<p class=\"first-para\">Create a sense of urgency and importance about the project.</p>\n</li>\n<li>\n<p class=\"first-para\">Express appreciation for the effort put in and the results achieved.</p>\n</li>\n<li>Meet your commitments to your team so they know you practice what you preach.</li>\n</ul>\n"},{"title":"Avoiding common project management pitfalls","thumb":null,"image":null,"content":"<p>The pressure of having to complete a project with little time and few resources often causes people to cut corners and ignore certain issues that can significantly affect a project&#8217;s chances for success.</p>\n<p>Avoid the following common pitfalls and, instead, address the issues early in the project to help reduce their possible negative impacts:</p>\n<ul>\n<li><strong>Framing vague project objectives:</strong> Project objectives are the results that must be achieved if the project is to be successful. The more specific the objectives, the easier it&#8217;ll be for you to estimate the time and resources required to achieve them and the easier it&#8217;ll be for you and your audiences to confirm they have been met.Be sure to include <em>measures </em>(the characteristics of an objective you&#8217;ll use to decide if it has been achieved) and <em>specifications</em> (the values of the measures that you believe confirm that you have successfully achieved your objectives).</li>\n</ul>\n<ul>\n<li><strong>Overlooking key audiences:</strong> Be sure to determine your project&#8217;s <em>drivers</em> (those people who define what your project must achieve to be successful) and its <em>supporters </em>(the people who make it possible for you to accomplish your desired project&#8217;s objectives). Important drivers who often get overlooked are the ultimate end users of your project&#8217;s products.</li>\n<li><strong>Failing to document assumptions:</strong> People almost always make assumptions regarding their projects; however, they often fail to write them down because they figure everyone else is making the same ones.Documenting your assumptions allows you to confirm that all people are operating under the same set of assumptions and reminds you periodically to check whether project assumptions have been confirmed and new ones have been made.</li>\n</ul>\n<ul>\n<li><strong>Backing in to project schedules:</strong> <em>Backing in</em> to a project schedule entails trying to determine the time and resources you feel would enable you to achieve project success while ignoring the question of how likely it is that you&#8217;ll be able to get the required amounts of time and resources.Instead of backing in, consider the time and resources that you realistically feel you would be able to secure and to explore different ways of using them to increase your chances of being able to successfully complete your project.</li>\n</ul>\n<ul>\n<li><strong>Not getting key commitments in writing:</strong> Not putting commitments in writing increases the chances that what people intended to commit to was different from what you thought they did commit to. In addition to increasing the accuracy of communication, writing down commitments helps those who made them to remember them and encourages people to modify the written statements when necessary.</li>\n<li><strong>Failing to keep the plan up to date:</strong> If a project is being run correctly, you and your team members should frequently consult the most current version of the project plan to confirm what each team member hast to do to produce the intended results.Not keeping the plan up to date means you have no reference explaining what people should be doing to successfully perform the required project work. It also suggests that adhering to the most recent version of the project plan isn&#8217;t really that important, a belief that significantly reduces the chances of project success.</li>\n</ul>\n<ul>\n<li><strong>Not having formal change control: </strong>Failing to follow a formal process for evaluating the effect of project changes increases the likelihood that important consequences of those requested changes will be overlooked when assessing their impacts. In addition, it makes it more likely that some of the people who will be affected by the changes may not receive timely and accurate information about what those effects may be.<br />\nFollow the change control process even when a scope change does not necessarily require a budgetary change. No-cost change orders help define and document the new scope and avoid future misunderstandings.</li>\n<li><strong>Not communicating effectively:</strong> Problematic communications increase the chances that people will work with different information when performing project tasks, as well as decrease team morale and commitment to overall project success.</li>\n</ul>\n"}],"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"Two years","lifeExpectancySetFrom":"2022-01-04T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":208004},{"headers":{"creationTime":"2016-03-27T16:52:02+00:00","modifiedTime":"2022-02-14T20:32:51+00:00","timestamp":"2022-06-22T19:37:12+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"Project Management","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34249"},"slug":"project-management","categoryId":34249}],"title":"Six Sigma For Dummies Cheat Sheet","strippedTitle":"six sigma for dummies cheat sheet","slug":"six-sigma-for-dummies-cheat-sheet","canonicalUrl":"","seo":{"metaDescription":"Six Sigma is a set of tools and techniques that help businesses improve. Use this Cheat Sheet as a quick reference to its methodology.","noIndex":0,"noFollow":0},"content":"To apply Six Sigma to your business and produce the best results, you need to understand what Six Sigma is, the principles of Six Sigma, and the DMAIC problem-solving method. The correct tools and use of the Six Sigma scale and methods will keep your data dependable and reusable.","description":"To apply Six Sigma to your business and produce the best results, you need to understand what Six Sigma is, the principles of Six Sigma, and the DMAIC problem-solving method. The correct tools and use of the Six Sigma scale and methods will keep your data dependable and reusable.","blurb":"","authors":[{"authorId":9791,"name":"Craig Gygi","slug":"craig-gygi","description":" <p><b>Craig Gygi</b> is Executive VP of Operations at MasterControl, a leading company providing software and services for best practices in automating and connecting every stage of quality&#47;regulatory compliance, through the entire product life cycle. He is an operations executive and internationally recognized Lean Six Sigma thought leader and practitioner. <b>Bruce Williams</b> is Vice President of Pegasystems, the world leader in business process management. He is a leading speaker and presenter on business and technology trends, and is co&#45;author of <i>Six Sigma Workbook for Dummies, Process Intelligence for Dummies, BPM Basics for Dummies</i> and <i>The Intelligent Guide to Enterprise BPM</i>. <b>Neil DeCarlo</b> was President of DeCarlo Communications. ","_links":{"self":"https://dummies-api.dummies.com/v2/authors/9791"}},{"authorId":9792,"name":"Bruce Williams","slug":"bruce-williams","description":" <p><b>Craig Gygi</b> is Executive VP of Operations at MasterControl, a leading company providing software and services for best practices in automating and connecting every stage of quality&#47;regulatory compliance, through the entire product life cycle. He is an operations executive and internationally recognized Lean Six Sigma thought leader and practitioner. <b>Bruce Williams</b> is Vice President of Pegasystems, the world leader in business process management. He is a leading speaker and presenter on business and technology trends, and is co&#45;author of <i>Six Sigma Workbook for Dummies, Process Intelligence for Dummies, BPM Basics for Dummies</i> and <i>The Intelligent Guide to Enterprise BPM</i>. <b>Neil DeCarlo</b> was President of DeCarlo Communications. ","_links":{"self":"https://dummies-api.dummies.com/v2/authors/9792"}},{"authorId":9793,"name":"Neil DeCarlo","slug":"neil-decarlo","description":" <p><b>Craig Gygi</b> is Executive VP of Operations at MasterControl, a leading company providing software and services for best practices in automating and connecting every stage of quality&#47;regulatory compliance, through the entire product life cycle. He is an operations executive and internationally recognized Lean Six Sigma thought leader and practitioner. <b>Bruce Williams</b> is Vice President of Pegasystems, the world leader in business process management. He is a leading speaker and presenter on business and technology trends, and is co&#45;author of <i>Six Sigma Workbook for Dummies, Process Intelligence for Dummies, BPM Basics for Dummies</i> and <i>The Intelligent Guide to Enterprise BPM</i>. <b>Neil DeCarlo</b> was President of DeCarlo Communications. 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He is an operations executive and internationally recognized Lean Six Sigma thought leader and practitioner. <b data-author-id=\"9792\">Bruce Williams</b> is Vice President of Pegasystems, the world leader in business process management. He is a leading speaker and presenter on business and technology trends, and is co-author of <i>Six Sigma Workbook for Dummies, Process Intelligence for Dummies, BPM Basics for Dummies</i> and <i>The Intelligent Guide to Enterprise BPM</i>. <b data-author-id=\"9793\">Neil DeCarlo</b> was President of DeCarlo Communications. </p>","authors":[{"authorId":9791,"name":"Craig Gygi","slug":"craig-gygi","description":" <p><b>Craig Gygi</b> is Executive VP of Operations at MasterControl, a leading company providing software and services for best practices in automating and connecting every stage of quality&#47;regulatory compliance, through the entire product life cycle. He is an operations executive and internationally recognized Lean Six Sigma thought leader and practitioner. <b>Bruce Williams</b> is Vice President of Pegasystems, the world leader in business process management. He is a leading speaker and presenter on business and technology trends, and is co&#45;author of <i>Six Sigma Workbook for Dummies, Process Intelligence for Dummies, BPM Basics for Dummies</i> and <i>The Intelligent Guide to Enterprise BPM</i>. <b>Neil DeCarlo</b> was President of DeCarlo Communications. ","_links":{"self":"https://dummies-api.dummies.com/v2/authors/9791"}},{"authorId":9792,"name":"Bruce Williams","slug":"bruce-williams","description":" <p><b>Craig Gygi</b> is Executive VP of Operations at MasterControl, a leading company providing software and services for best practices in automating and connecting every stage of quality&#47;regulatory compliance, through the entire product life cycle. He is an operations executive and internationally recognized Lean Six Sigma thought leader and practitioner. <b>Bruce Williams</b> is Vice President of Pegasystems, the world leader in business process management. He is a leading speaker and presenter on business and technology trends, and is co&#45;author of <i>Six Sigma Workbook for Dummies, Process Intelligence for Dummies, BPM Basics for Dummies</i> and <i>The Intelligent Guide to Enterprise BPM</i>. <b>Neil DeCarlo</b> was President of DeCarlo Communications. ","_links":{"self":"https://dummies-api.dummies.com/v2/authors/9792"}},{"authorId":9793,"name":"Neil DeCarlo","slug":"neil-decarlo","description":" <p><b>Craig Gygi</b> is Executive VP of Operations at MasterControl, a leading company providing software and services for best practices in automating and connecting every stage of quality&#47;regulatory compliance, through the entire product life cycle. He is an operations executive and internationally recognized Lean Six Sigma thought leader and practitioner. <b>Bruce Williams</b> is Vice President of Pegasystems, the world leader in business process management. He is a leading speaker and presenter on business and technology trends, and is co&#45;author of <i>Six Sigma Workbook for Dummies, Process Intelligence for Dummies, BPM Basics for Dummies</i> and <i>The Intelligent Guide to Enterprise BPM</i>. <b>Neil DeCarlo</b> was President of DeCarlo Communications. ","_links":{"self":"https://dummies-api.dummies.com/v2/authors/9793"}},{"authorId":35145,"name":"Stephen R. Covey","slug":"stephen-r.-covey","description":" <p><b>Craig Gygi</b> is Executive VP of Operations at MasterControl, a leading company providing software and services for best practices in automating and connecting every stage of quality&#47;regulatory compliance, through the entire product life cycle. He is an operations executive and internationally recognized Lean Six Sigma thought leader and practitioner. <b>Bruce Williams</b> is Vice President of Pegasystems, the world leader in business process management. He is a leading speaker and presenter on business and technology trends, and is co&#45;author of <i>Six Sigma Workbook for Dummies, Process Intelligence for Dummies, BPM Basics for Dummies</i> and <i>The Intelligent Guide to Enterprise BPM</i>. <b>Neil DeCarlo</b> was President of DeCarlo Communications. 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It&#8217;s a problem-solving methodology that helps enhance business and organizational operations. It can also be defined in a number of other ways:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\">A quality level of 3.4 defects per million opportunities</p>\n</li>\n<li>\n<p class=\"first-para\">A rate of improvement of 70 percent or better</p>\n</li>\n<li>\n<p class=\"first-para\">A data-driven, problem-solving methodology of Define-Measure-Analyze-Improve-Control</p>\n</li>\n<li>\n<p class=\"first-para\">An initiative taken on by organizations to create bottom-line breakthrough change</p>\n</li>\n</ul>\n"},{"title":"Six Sigma principles","thumb":null,"image":null,"content":"<p>Six Sigma is based on a handful of basic principles, and these principles create the entire Six Sigma arrangement. Here are Six Sigma’s fundamental principles:</p>\n<ul class=\"level-one\">\n<li>\n<p class=\"first-para\"><i>Y</i>=<i>f</i>(<i>X</i>) + <i>ε</i><i>:</i> All outcomes and results (the<i>Y</i>) are determined by inputs (the<i>X</i>s) with some degree of uncertainty (å).</p>\n</li>\n<li>\n<p class=\"first-para\">To change or improve results (the Y), you have to focus on the inputs (the<i>X</i>s), modify them, and control them.</p>\n</li>\n<li>\n<p class=\"first-para\">Variation is everywhere, and it degrades consistent, good performance. Your job is to find it and minimize it!</p>\n</li>\n<li>\n<p class=\"first-para\">Valid measurements and data are required foundations for consistent, breakthrough improvement.</p>\n</li>\n<li>\n<p class=\"first-para\">Only a critical few inputs have significant effect on the output. Concentrate on the critical few.</p>\n</li>\n<li>\n<p class=\"first-para\">Every decision and conclusion has risk (<i>ε</i>), which must be weighed against the context of the decision.</p>\n</li>\n</ul>\n"},{"title":"The Six Sigma scale","thumb":null,"image":null,"content":"<p>The Six Sigma scale shows how well a vital feature performs compared to its requirements. The higher the sigma score, the more efficient the feature is. This table shows the universal Six Sigma scale:</p>\n<table>\n<tbody>\n<tr>\n<th>Sigma Level (Z)</th>\n<th>Defects per Million Opportunities (DPMO)</th>\n<th>Percent Defects (%)</th>\n<th>Percent Success (Yield %)</th>\n<th>Capability (CP)</th>\n</tr>\n<tr>\n<td>1</td>\n<td>691,462</td>\n<td>69</td>\n<td>31</td>\n<td>0.33</td>\n</tr>\n<tr>\n<td>2</td>\n<td>308,538</td>\n<td>31</td>\n<td>69</td>\n<td>0.67</td>\n</tr>\n<tr>\n<td>3</td>\n<td>66,807</td>\n<td>6.7</td>\n<td>93.3</td>\n<td>1.00</td>\n</tr>\n<tr>\n<td>4</td>\n<td>6,210</td>\n<td>0.62</td>\n<td>99.38</td>\n<td>1.33</td>\n</tr>\n<tr>\n<td>5</td>\n<td>233</td>\n<td>0.023</td>\n<td>99.977</td>\n<td>1.67</td>\n</tr>\n<tr>\n<td>6</td>\n<td>3.4</td>\n<td>0.00034</td>\n<td>99.99966</td>\n<td>2.00</td>\n</tr>\n</tbody>\n</table>\n"},{"title":"The DMAIC method of Six Sigma","thumb":null,"image":null,"content":"<p>The DMAIC (Define-Measure-Analyze-Improve-Control) project method is a formalized problem-solving process of Six Sigma. It’s made-up of five steps to apply to any procedure of a business to improve effectiveness.</p>\n<ol class=\"level-one\">\n<li>\n<p class=\"first-para\">Define: Set the context and objectives for your improvement project.</p>\n</li>\n<li>\n<p class=\"first-para\">Measure: Determine the baseline performance and capability of the process or system you’re improving.</p>\n</li>\n<li>\n<p class=\"first-para\">Analyze: Use data and tools to understand the cause-and-effect relationships in your process or system.</p>\n</li>\n<li>\n<p class=\"first-para\">Improve: Develop the modifications that lead to a validated improvement in your process or system.</p>\n</li>\n<li>\n<p class=\"first-para\">Control: Establish plans and procedures to ensure that your improvements are sustained.</p>\n</li>\n</ol>\n"},{"title":"The tools and methods of Six Sigma","thumb":null,"image":null,"content":"<p>Having the right tools and knowing how to apply them to your Six Sigma projects will help you produce accurate, acceptable, and reusable outcomes. Here’s an overview of the Six Sigma landscape:</p>\n<p><img loading=\"lazy\" src=\"https://www.dummies.com/wp-content/uploads/323548.image0.jpg\" alt=\"image0.jpg\" width=\"535\" height=\"933\" /></p>\n"}],"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"Two years","lifeExpectancySetFrom":"2022-02-14T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":208300},{"headers":{"creationTime":"2016-03-27T16:46:54+00:00","modifiedTime":"2021-09-22T14:06:56+00:00","timestamp":"2022-06-22T19:36:48+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"Project Management","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34249"},"slug":"project-management","categoryId":34249}],"title":"Lean Six Sigma For Dummies Cheat Sheet","strippedTitle":"lean six sigma for dummies cheat sheet","slug":"lean-six-sigma-for-dummies-cheat-sheet","canonicalUrl":"","seo":{"metaDescription":"Lean Six Sigma has been proven to improve business performance and make your teams more productive. Learn the basics here.","noIndex":0,"noFollow":0},"content":"Are you ready to adopt the proven methods of Lean Six Sigma to improve business performance and make your teams more productive? Remind yourself of the key principles of this powerful strategy so that your business runs smoothly and efficiently.","description":"Are you ready to adopt the proven methods of Lean Six Sigma to improve business performance and make your teams more productive? Remind yourself of the key principles of this powerful strategy so that your business runs smoothly and efficiently.","blurb":"","authors":[{"authorId":9063,"name":"John Morgan","slug":"john-morgan","description":" <p><b>Roger Burghall</b> is Associate Partner at Catalyst Consulting and a highly experienced business consultant and change manager. <b>Vince Grant</b> is a Director of Catalyst Consulting and an expert in Lean Six Sigma methodologies. <b>John Morgan</b> is the author of <i>Lean Six Sigma For Dummies.</i></p>","_links":{"self":"https://dummies-api.dummies.com/v2/authors/9063"}},{"authorId":9064,"name":"Martin Brenig-Jones","slug":"martin-brenig-jones","description":" <p><b>Martin Brenig-Jones</b> is CEO of Catalyst Consulting, Europe&#8217;s leading Lean Six Sigma solutions provider. He has 30 years of experience in Quality and Change Management.</p> <p><b>Jo Dowdall</b> has 21 years of experience as a Continuous Improvement profes&#173;sional, coach, trainer, and advocate. She is an accomplished Quality Manager and Master Black Belt. ","_links":{"self":"https://dummies-api.dummies.com/v2/authors/9064"}}],"primaryCategoryTaxonomy":{"categoryId":34249,"title":"Project Management","slug":"project-management","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34249"}},"secondaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"tertiaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"trendingArticles":null,"inThisArticle":[],"relatedArticles":{"fromBook":[{"articleId":140650,"title":"Kai Sigma — An Approach to Rapid Improvement","slug":"kai-sigma-an-approach-to-rapid-improvement","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/140650"}},{"articleId":140651,"title":"Why Lean Six Sigma Projects Miss Schedule and Budget","slug":"why-lean-six-sigma-projects-miss-schedule-and-budget","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/140651"}},{"articleId":140652,"title":"A Case Study for Failure Modes Effects Analysis and Lean Six Sigma","slug":"a-case-study-for-failure-modes-effects-analysis-and-lean-six-sigma","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/140652"}},{"articleId":140645,"title":"Value with Lean Six Sigma","slug":"value-with-lean-six-sigma","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/140645"}},{"articleId":140646,"title":"Lean Six Sigma's Key Principles","slug":"lean-six-sigmas-key-principles","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/140646"}}],"fromCategory":[{"articleId":275133,"title":"What Is Agile Project Management?","slug":"what-is-agile-project-management","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/275133"}},{"articleId":275127,"title":"Strategic Approaches to Implementing and Managing Change","slug":"strategic-approaches-to-implementing-and-managing-change","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/275127"}},{"articleId":275120,"title":"Steps to Successfully Become an Agile Organization","slug":"steps-to-successfully-become-an-agile-organization","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/275120"}},{"articleId":275111,"title":"Agile Project Management: Know Your Customers","slug":"agile-project-management-know-your-customers","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/275111"}},{"articleId":274291,"title":"Agile Planning with the Roadmap to Value","slug":"agile-planning-with-the-roadmap-to-value","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/274291"}}]},"hasRelatedBookFromSearch":false,"relatedBook":{"bookId":281583,"slug":"lean-six-sigma-for-dummies","isbn":"9781119796718","categoryList":["business-careers-money","business","project-management"],"amazon":{"default":"https://www.amazon.com/gp/product/1119796717/ref=as_li_tl?ie=UTF8&tag=wiley01-20","ca":"https://www.amazon.ca/gp/product/1119796717/ref=as_li_tl?ie=UTF8&tag=wiley01-20","indigo_ca":"http://www.tkqlhce.com/click-9208661-13710633?url=https://www.chapters.indigo.ca/en-ca/books/product/1119796717-item.html&cjsku=978111945484","gb":"https://www.amazon.co.uk/gp/product/1119796717/ref=as_li_tl?ie=UTF8&tag=wiley01-20","de":"https://www.amazon.de/gp/product/1119796717/ref=as_li_tl?ie=UTF8&tag=wiley01-20"},"image":{"src":"https://www.dummies.com/wp-content/uploads/lean-six-sigma-for-dummies-3rd-edition-cover-9781119067351-203x255.jpg","width":203,"height":255},"title":"Lean Six Sigma For Dummies","testBankPinActivationLink":"","bookOutOfPrint":true,"authorsInfo":"<p><p><b>Martin Brenig-Jones</b> is CEO of Catalyst Consulting, Europe&#8217;s leading Lean Six Sigma solutions provider. He has 30 years of experience in Quality and Change Management.</p> <p><b><b data-author-id=\"34606\">Jo Dowdall</b></b> has 21 years of experience as a Continuous Improvement profes&#173;sional, coach, trainer, and advocate. She is an accomplished Quality Manager and Master Black Belt. <p><b><b data-author-id=\"9064\">Martin Brenig-Jones</b></b> is CEO of Catalyst Consulting, Europe&#8217;s leading Lean Six Sigma solutions provider. He has 30 years of experience in Quality and Change Management.</p> <p><b>Jo Dowdall</b> has 21 years of experience as a Continuous Improvement profes&#173;sional, coach, trainer, and advocate. She is an accomplished Quality Manager and Master Black Belt.</p>","authors":[{"authorId":34606,"name":"Jo Dowdall","slug":"jo-dowdall","description":" <p><b>Martin Brenig-Jones</b> is CEO of Catalyst Consulting, Europe&#8217;s leading Lean Six Sigma solutions provider. He has 30 years of experience in Quality and Change Management.</p> <p><b>Jo Dowdall</b> has 21 years of experience as a Continuous Improvement profes&#173;sional, coach, trainer, and advocate. She is an accomplished Quality Manager and Master Black Belt. ","_links":{"self":"https://dummies-api.dummies.com/v2/authors/34606"}},{"authorId":9064,"name":"Martin Brenig-Jones","slug":"martin-brenig-jones","description":" <p><b>Martin Brenig-Jones</b> is CEO of Catalyst Consulting, Europe&#8217;s leading Lean Six Sigma solutions provider. He has 30 years of experience in Quality and Change Management.</p> <p><b>Jo Dowdall</b> has 21 years of experience as a Continuous Improvement profes&#173;sional, coach, trainer, and advocate. She is an accomplished Quality Manager and Master Black Belt. ","_links":{"self":"https://dummies-api.dummies.com/v2/authors/9064"}}],"_links":{"self":"https://dummies-api.dummies.com/v2/books/"}},"collections":[],"articleAds":{"footerAd":"<div class=\"du-ad-region row\" id=\"article_page_adhesion_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_adhesion_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;project-management&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781119796718&quot;]}]\" id=\"du-slot-62b36f50e695d\"></div></div>","rightAd":"<div class=\"du-ad-region row\" id=\"article_page_right_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_right_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;project-management&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781119796718&quot;]}]\" id=\"du-slot-62b36f50e7073\"></div></div>"},"articleType":{"articleType":"Cheat Sheet","articleList":[{"articleId":140646,"title":"Lean Six Sigma's Key Principles","slug":"lean-six-sigmas-key-principles","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/140646"}},{"articleId":140647,"title":"How to Use DMAIC in Lean Six Sigma","slug":"how-to-use-dmaic-in-lean-six-sigma","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/140647"}},{"articleId":140645,"title":"Value with Lean Six Sigma","slug":"value-with-lean-six-sigma","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/140645"}},{"articleId":140648,"title":"How to Tackle Waste with Lean Six Sigma","slug":"how-to-tackle-waste-with-lean-six-sigma","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/140648"}}],"content":[{"title":"Lean Six Sigma's key principles","thumb":null,"image":null,"content":"<p>Lean Six Sigma is a powerful, proven method of improving business efficiency and effectiveness. In a nutshell, here are the key principles of Lean Six Sigma to bear in mind:</p>\n<ul>\n<li>Focus on the customer.</li>\n<li>Identify and understand how the work gets done (the <em>value stream</em>).</li>\n<li>Manage, improve and smooth the process flow.</li>\n<li>Remove non-value-adding steps and waste.</li>\n<li>Manage by fact and reduce variation.</li>\n<li>Involve and equip the people in the process.</li>\n<li>Undertake improvement activity in a systematic way.</li>\n</ul>\n"},{"title":"How to use DMAIC in Lean Six Sigma","thumb":null,"image":null,"content":"<p>To undertake improvement activity in your existing business processes in a systematic way using Lean Six Sigma, you need to employ the useful framework of DMAIC:</p>\n<ul>\n<li><strong>Define:</strong> Projects start with a problem that needs solving. Make sure everyone involved knows their role, why you’re doing the project and what you’re trying to achieve with the project.</li>\n<li><strong>Measure: </strong>The work you’ve done in the Define stage is based on what you think the problem is. During the Measure stage you need to clarify things by seeing how the work gets done and how well.</li>\n<li><strong>Analyze:</strong> Now you know what’s happening, it’s time to find out why, but don’t jump to conclusions. Manage by fact to check out the possible causes and get to the root cause.</li>\n<li><strong>Improve: </strong>Okay, you know about the process and the problem. Now, in the Improve stage, you need to find a way to address the root cause, so come up with some ideas, select the best one and test it out.</li>\n<li><strong>Control: </strong>You need to implement the solution, and ensure you achieve and hold the gain you’re looking for. Putting a control plan in place is vital to ensure that the process is carried out consistently.</li>\n</ul>\n"},{"title":"Value with Lean Six Sigma","thumb":null,"image":null,"content":"<p>When you’re trying to improve value for your customers with Lean Six Sigma, remember that in your customers’ eyes, <em>value</em> is what they’re willing to pay for:</p>\n<ul>\n<li>The right products and services</li>\n<li>At the right time</li>\n<li>At the right price</li>\n<li> At the right quality</li>\n</ul>\n<p>For a step to be value-adding, it must meet the following three criteria:</p>\n<ul>\n<li>The customer has to care about the step.</li>\n<li>The step must either physically change the product or service in some way, or be an essential prerequisite for another step.</li>\n<li>The step must be actioned &#8220;right first time.&#8221;</li>\n</ul>\n<p>Try to remove steps that don’t meet these criteria, but recognize that you may want to retain some non-value-adding steps, perhaps for regulatory or financial reasons, for example.</p>\n<p>You need to identify and understand the value stream and eliminate waste and non-value-adding steps. As little as 10 to 15 percent of process steps add value, often representing only 1 percent of the total process time.</p>\n"},{"title":"How to tackle waste with Lean Six Sigma","thumb":null,"image":null,"content":"<p>You can improve process flow in a number of ways using Lean Six Sigma, including by reducing waste. The seven categories of waste are sometimes identified by the acronym Tim Wood:</p>\n<ul>\n<li><strong>T</strong>ransportation: Moving materials and output unnecessarily.</li>\n<li><strong>I</strong>nventory: Overproduction resulting in too much work in progress or stock.</li>\n<li><strong>M</strong>otion: Inappropriate siting of teams or equipment.</li>\n<li><strong>W</strong>aiting: Equipment failure, for example, which causes delays.</li>\n<li><strong>O</strong>verprocessing: Performing unnecessary processing steps.</li>\n<li><strong>O</strong>verproduction: Producing more stock or producing it earlier than needed.</li>\n<li><strong>D</strong>efects: Dealing with rework.</li>\n</ul>\n"}],"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":"Two years","lifeExpectancySetFrom":"2021-09-22T00:00:00+00:00","dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":207445},{"headers":{"creationTime":"2017-12-01T13:03:39+00:00","modifiedTime":"2021-08-26T12:59:54+00:00","timestamp":"2022-06-22T19:36:43+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"Project Management","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34249"},"slug":"project-management","categoryId":34249}],"title":"Do You Have What It Takes to Be an Effective Project Manager?","strippedTitle":"do you have what it takes to be an effective project manager?","slug":"takes-effective-project-manager","canonicalUrl":"","seo":{"metaDescription":"You want to be a better project manager, right? Well, before you really jump in, do a quick self-evaluation to see what your strengths and weaknesses are. By an","noIndex":0,"noFollow":0},"content":"You want to be a better project manager, right? Well, before you really jump in, do a quick self-evaluation to see what your strengths and weaknesses are. By answering the following ten questions, you can get an idea of what subjects you need to spend more time on so you can be as effective as possible. Good luck!\r\n<h2 id=\"tab1\" >Questions</h2>\r\n<ol>\r\n \t<li>Are you more concerned about being everyone’s friend or getting a job done right?</li>\r\n \t<li>Do you prefer to do technical work or manage other people doing technical work?</li>\r\n \t<li>Do you think the best way to get a tough task done is to do it yourself?</li>\r\n \t<li>Do you prefer your work to be predictable or constantly changing?</li>\r\n \t<li>Do you prefer to spend your time developing ideas rather than explaining those ideas to other people?</li>\r\n \t<li>Do you handle crises well?</li>\r\n \t<li>Do you prefer to work by yourself or with others?</li>\r\n \t<li>Do you think you shouldn’t have to monitor people after they’ve promised to do a task for you?</li>\r\n \t<li>Do you believe people should be self-motivated to perform their jobs?</li>\r\n \t<li>Are you comfortable dealing with people at all organizational levels?</li>\r\n</ol>\r\n<h2 id=\"tab2\" >Answer key</h2>\r\n<ol>\r\n \t<li>Although maintaining good working relations is important, the project manager often must make decisions that some people don’t agree with for the good of the project.</li>\r\n \t<li>Most project managers achieve their positions because of their strong performance on technical tasks. However, after you become a project manager, your job is to encourage other people to produce high-quality technical work rather than to do it all yourself.</li>\r\n \t<li>Believing in yourself is important. However, the project manager’s task is to help other people develop to the point where they can perform tasks with the highest quality.</li>\r\n \t<li>The project manager tries to minimize unexpected problems and situations through responsive planning and timely control. However, when problems do occur, the project manager must deal with them promptly to minimize their impact on the project.</li>\r\n \t<li>Though coming up with ideas can help your project, the project manager’s main responsibility is to ensure that every team member correctly understands all ideas that are developed.</li>\r\n \t<li>The project manager’s job is to provide a cool head to size up the situation, choose the best action, and encourage all members to do their parts in implementing the solution.</li>\r\n \t<li>Self-reliance and self-motivation are important characteristics for a project manager. However, the key to any project manager’s success is to facilitate interaction among a diverse group of technical specialists.</li>\r\n \t<li>Although you may feel that honoring one’s commitments is a fundamental element of professional behavior, the project manager needs both to ensure that people maintain their focus and to model how to work cooperatively with others.</li>\r\n \t<li>People should be self-motivated, but the project manager has to encourage them to remain motivated by their job assignments and related opportunities.</li>\r\n \t<li>The project manager deals with people at all levels — from upper management to support staff — who perform project-related activities.</li>\r\n</ol>\r\n<p class=\"article-tips tip\">Check out the table of contents to find out where I discuss these different aspects of the project manager’s job in more depth.</p>","description":"You want to be a better project manager, right? Well, before you really jump in, do a quick self-evaluation to see what your strengths and weaknesses are. By answering the following ten questions, you can get an idea of what subjects you need to spend more time on so you can be as effective as possible. Good luck!\r\n<h2 id=\"tab1\" >Questions</h2>\r\n<ol>\r\n \t<li>Are you more concerned about being everyone’s friend or getting a job done right?</li>\r\n \t<li>Do you prefer to do technical work or manage other people doing technical work?</li>\r\n \t<li>Do you think the best way to get a tough task done is to do it yourself?</li>\r\n \t<li>Do you prefer your work to be predictable or constantly changing?</li>\r\n \t<li>Do you prefer to spend your time developing ideas rather than explaining those ideas to other people?</li>\r\n \t<li>Do you handle crises well?</li>\r\n \t<li>Do you prefer to work by yourself or with others?</li>\r\n \t<li>Do you think you shouldn’t have to monitor people after they’ve promised to do a task for you?</li>\r\n \t<li>Do you believe people should be self-motivated to perform their jobs?</li>\r\n \t<li>Are you comfortable dealing with people at all organizational levels?</li>\r\n</ol>\r\n<h2 id=\"tab2\" >Answer key</h2>\r\n<ol>\r\n \t<li>Although maintaining good working relations is important, the project manager often must make decisions that some people don’t agree with for the good of the project.</li>\r\n \t<li>Most project managers achieve their positions because of their strong performance on technical tasks. However, after you become a project manager, your job is to encourage other people to produce high-quality technical work rather than to do it all yourself.</li>\r\n \t<li>Believing in yourself is important. However, the project manager’s task is to help other people develop to the point where they can perform tasks with the highest quality.</li>\r\n \t<li>The project manager tries to minimize unexpected problems and situations through responsive planning and timely control. However, when problems do occur, the project manager must deal with them promptly to minimize their impact on the project.</li>\r\n \t<li>Though coming up with ideas can help your project, the project manager’s main responsibility is to ensure that every team member correctly understands all ideas that are developed.</li>\r\n \t<li>The project manager’s job is to provide a cool head to size up the situation, choose the best action, and encourage all members to do their parts in implementing the solution.</li>\r\n \t<li>Self-reliance and self-motivation are important characteristics for a project manager. However, the key to any project manager’s success is to facilitate interaction among a diverse group of technical specialists.</li>\r\n \t<li>Although you may feel that honoring one’s commitments is a fundamental element of professional behavior, the project manager needs both to ensure that people maintain their focus and to model how to work cooperatively with others.</li>\r\n \t<li>People should be self-motivated, but the project manager has to encourage them to remain motivated by their job assignments and related opportunities.</li>\r\n \t<li>The project manager deals with people at all levels — from upper management to support staff — who perform project-related activities.</li>\r\n</ol>\r\n<p class=\"article-tips tip\">Check out the table of contents to find out where I discuss these different aspects of the project manager’s job in more depth.</p>","blurb":"","authors":[{"authorId":9280,"name":"Stanley E. Portny","slug":"stanley-e-portny","description":"Stanley E. Portny, PMP, is an internationally recognized expert in project management and project leadership. During the past 30 years, he has provided training and consultation to more than 150 public and private organizations. He is a Project Management Institute–certified project management professional.","_links":{"self":"https://dummies-api.dummies.com/v2/authors/9280"}}],"primaryCategoryTaxonomy":{"categoryId":34249,"title":"Project Management","slug":"project-management","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34249"}},"secondaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"tertiaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"trendingArticles":null,"inThisArticle":[{"label":"Questions","target":"#tab1"},{"label":"Answer key","target":"#tab2"}],"relatedArticles":{"fromBook":[{"articleId":247926,"title":"How to Assess Your Project Stakeholders’ Power and Interest","slug":"assess-project-stakeholders-power-interest","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/247926"}},{"articleId":247923,"title":"How to Use a Stakeholder Register Template","slug":"use-stakeholder-register-template","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/247923"}},{"articleId":247920,"title":"How to Gather Ideas for Projects","slug":"gather-ideas-projects","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/247920"}},{"articleId":247916,"title":"Handling Administrative Issues at the End of Your Project","slug":"handling-administrative-issues-end-project","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/247916"}},{"articleId":247913,"title":"10 Questions to Ask Yourself as You Plan Your Project","slug":"10-questions-ask-plan-project","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/247913"}}],"fromCategory":[{"articleId":275133,"title":"What Is Agile Project Management?","slug":"what-is-agile-project-management","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/275133"}},{"articleId":275127,"title":"Strategic Approaches to Implementing and Managing Change","slug":"strategic-approaches-to-implementing-and-managing-change","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/275127"}},{"articleId":275120,"title":"Steps to Successfully Become an Agile Organization","slug":"steps-to-successfully-become-an-agile-organization","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/275120"}},{"articleId":275111,"title":"Agile Project Management: Know Your Customers","slug":"agile-project-management-know-your-customers","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/275111"}},{"articleId":274291,"title":"Agile Planning with the Roadmap to Value","slug":"agile-planning-with-the-roadmap-to-value","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/274291"}}]},"hasRelatedBookFromSearch":false,"relatedBook":{"bookId":282511,"slug":"project-management-for-dummies","isbn":"9781119869818","categoryList":["business-careers-money","business","project-management"],"amazon":{"default":"https://www.amazon.com/gp/product/1119869811/ref=as_li_tl?ie=UTF8&tag=wiley01-20","ca":"https://www.amazon.ca/gp/product/1119869811/ref=as_li_tl?ie=UTF8&tag=wiley01-20","indigo_ca":"http://www.tkqlhce.com/click-9208661-13710633?url=https://www.chapters.indigo.ca/en-ca/books/product/1119869811-item.html&cjsku=978111945484","gb":"https://www.amazon.co.uk/gp/product/1119869811/ref=as_li_tl?ie=UTF8&tag=wiley01-20","de":"https://www.amazon.de/gp/product/1119869811/ref=as_li_tl?ie=UTF8&tag=wiley01-20"},"image":{"src":"https://www.dummies.com/wp-content/uploads/9781119869818-203x255.jpg","width":203,"height":255},"title":"Project Management For Dummies","testBankPinActivationLink":"","bookOutOfPrint":true,"authorsInfo":"<p><b>Jonathan L. Portny, MBA, PMP<sup>&#174;</sup>,</b> has more than 15 years of experience in the field of project management and is a certified Project Management Professional. His father,<b> <b data-author-id=\"34809\">Stanley E. Portny</b>, PMP<sup>&#174;</sup>,</b> was an internationally recognized expert in project management and the author of all previous editions of <i>Project Management for Dummies.</i></p> <p><b><b data-author-id=\"35153\">Jonathan L. Portny</b>, MBA, PMP<sup>&#174;</sup>,</b> has more than 15 years of experience in the field of project management and is a certified Project Management Professional. His father,<b> Stanley E. Portny, PMP<sup>&#174;</sup>,</b> was an internationally recognized expert in project management and the author of all previous editions of <i>Project Management for Dummies.</i></p>","authors":[{"authorId":34809,"name":"Stanley E. Portny","slug":"stanley-e.-portny","description":" <p><b>Jonathan L. Portny, MBA, PMP<sup>&#174;</sup>,</b> has more than 15 years of experience in the field of project management and is a certified Project Management Professional. His father,<b> Stanley E. Portny, PMP<sup>&#174;</sup>,</b> was an internationally recognized expert in project management and the author of all previous editions of <i>Project Management for Dummies.</i></p> ","_links":{"self":"https://dummies-api.dummies.com/v2/authors/34809"}},{"authorId":35153,"name":"Jonathan L. Portny","slug":"jonathan-l.-portny","description":" <p><b>Jonathan L. Portny, MBA, PMP<sup>&#174;</sup>,</b> has more than 15 years of experience in the field of project management and is a certified Project Management Professional. His father,<b> Stanley E. Portny, PMP<sup>&#174;</sup>,</b> was an internationally recognized expert in project management and the author of all previous editions of <i>Project Management for Dummies.</i></p> ","_links":{"self":"https://dummies-api.dummies.com/v2/authors/35153"}}],"_links":{"self":"https://dummies-api.dummies.com/v2/books/"}},"collections":[],"articleAds":{"footerAd":"<div class=\"du-ad-region row\" id=\"article_page_adhesion_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_adhesion_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;project-management&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781119869818&quot;]}]\" id=\"du-slot-62b36f4bebc92\"></div></div>","rightAd":"<div class=\"du-ad-region row\" id=\"article_page_right_ad\"><div class=\"du-ad-unit col-md-12\" data-slot-id=\"article_page_right_ad\" data-refreshed=\"false\" \r\n data-target = \"[{&quot;key&quot;:&quot;cat&quot;,&quot;values&quot;:[&quot;business-careers-money&quot;,&quot;business&quot;,&quot;project-management&quot;]},{&quot;key&quot;:&quot;isbn&quot;,&quot;values&quot;:[&quot;9781119869818&quot;]}]\" id=\"du-slot-62b36f4bec3bd\"></div></div>"},"articleType":{"articleType":"Articles","articleList":null,"content":null,"videoInfo":{"videoId":null,"name":null,"accountId":null,"playerId":null,"thumbnailUrl":null,"description":null,"uploadDate":null}},"sponsorship":{"sponsorshipPage":false,"backgroundImage":{"src":null,"width":0,"height":0},"brandingLine":"","brandingLink":"","brandingLogo":{"src":null,"width":0,"height":0}},"primaryLearningPath":"Advance","lifeExpectancy":null,"lifeExpectancySetFrom":null,"dummiesForKids":"no","sponsoredContent":"no","adInfo":"","adPairKey":[]},"status":"publish","visibility":"public","articleId":247767},{"headers":{"creationTime":"2016-03-26T20:51:12+00:00","modifiedTime":"2021-08-24T21:30:46+00:00","timestamp":"2022-06-22T19:36:43+00:00"},"data":{"breadcrumbs":[{"name":"Business, Careers, & Money","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34224"},"slug":"business-careers-money","categoryId":34224},{"name":"Business","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34225"},"slug":"business","categoryId":34225},{"name":"Project Management","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34249"},"slug":"project-management","categoryId":34249}],"title":"Project Management: How to Clarify Project Goals","strippedTitle":"project management: how to clarify project goals","slug":"project-management-how-to-clarify-project-goals","canonicalUrl":"","seo":{"metaDescription":"Set your project up for success with these easy, no-fuss tips on how to clarify your goals from the get-go.","noIndex":0,"noFollow":0},"content":"As a project manager, it's important to nail down goals before you start planning project-execution details. In your quest to find out what your project is supposed to accomplish and how it fits into your organization’s overall plans, you have to seek information that’s sensitive, sometimes contradictory, and often unwritten. Getting this information isn’t always easy, but following these tips can help make your search more productive:\r\n<ul class=\"level-one\">\r\n \t<li>\r\n<p class=\"first-para\"><b>Try to find several sources for the same piece of information.</b> The greater the number of independent sources that contain the same information, the more likely the information is correct.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Whenever possible, get information from primary sources. </b>A primary source contains the original information. A secondary source is someone else’s report of the information from the primary source.</p>\r\n<p class=\"child-para\">Suppose you need information from a recently completed study. You can get the information from the primary source (which is the actual report of the study written by the scientists who performed it), or you can get it from secondary sources (such as articles in magazines or scientific journals by authors who paraphrased and summarized the original report).</p>\r\n<p class=\"child-para Warning\">The farther your source is from the primary source, the more likely the secondary information differs from the real information.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Look for written sources because they’re the best.</b> Check relevant minutes from meetings, correspondence, e-mail, reports from other projects, long-range plans, budgets, capital improvement plans, market requirement documents, and benefit-cost analyses.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Speak with two or more people from the same area to confirm information.</b> Different people have different styles of communication as well as different perceptions of the same situation. Speak with more than one person, and compare their messages to determine any contradictions.</p>\r\n<p class=\"child-para Tip\">If you get different stories, speak with the people again to verify their initial information. Determine whether the people you consulted are primary or secondary sources (primary sources tend to be more accurate than secondary ones). Ask the people you consulted to explain or reconcile any remaining differences.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>When speaking with people about important information, arrange to have at least one other person present.</b> Doing so allows two different people to interpret what they hear from the same individual.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Write down all information you obtain from personal meetings.</b> Share your written notes and summaries with other people who were present at the meeting to ensure that your interpretation is correct and to serve as a reminder of agreements made during the meeting.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Plan to meet at least two times with your project’s key audiences.</b> Your first meeting starts them thinking about issues. Allow some time for them to think over your initial discussions and to think of new ideas related to those issues. A second meeting gives you a chance to clarify any ambiguities or inconsistencies from the first session.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Practice active listening skills in all your meetings and conversations.</b> Active listening is a skill all managers need to develop.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Wherever possible, confirm what you heard in personal meetings with written sources.</b> When you talk with people, they share their perceptions and opinions. Compare those perceptions and opinions with written, factual data (from primary sources, if possible). Discuss any discrepancies with those same people.</p>\r\n</li>\r\n</ul>","description":"As a project manager, it's important to nail down goals before you start planning project-execution details. In your quest to find out what your project is supposed to accomplish and how it fits into your organization’s overall plans, you have to seek information that’s sensitive, sometimes contradictory, and often unwritten. Getting this information isn’t always easy, but following these tips can help make your search more productive:\r\n<ul class=\"level-one\">\r\n \t<li>\r\n<p class=\"first-para\"><b>Try to find several sources for the same piece of information.</b> The greater the number of independent sources that contain the same information, the more likely the information is correct.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Whenever possible, get information from primary sources. </b>A primary source contains the original information. A secondary source is someone else’s report of the information from the primary source.</p>\r\n<p class=\"child-para\">Suppose you need information from a recently completed study. You can get the information from the primary source (which is the actual report of the study written by the scientists who performed it), or you can get it from secondary sources (such as articles in magazines or scientific journals by authors who paraphrased and summarized the original report).</p>\r\n<p class=\"child-para Warning\">The farther your source is from the primary source, the more likely the secondary information differs from the real information.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Look for written sources because they’re the best.</b> Check relevant minutes from meetings, correspondence, e-mail, reports from other projects, long-range plans, budgets, capital improvement plans, market requirement documents, and benefit-cost analyses.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Speak with two or more people from the same area to confirm information.</b> Different people have different styles of communication as well as different perceptions of the same situation. Speak with more than one person, and compare their messages to determine any contradictions.</p>\r\n<p class=\"child-para Tip\">If you get different stories, speak with the people again to verify their initial information. Determine whether the people you consulted are primary or secondary sources (primary sources tend to be more accurate than secondary ones). Ask the people you consulted to explain or reconcile any remaining differences.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>When speaking with people about important information, arrange to have at least one other person present.</b> Doing so allows two different people to interpret what they hear from the same individual.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Write down all information you obtain from personal meetings.</b> Share your written notes and summaries with other people who were present at the meeting to ensure that your interpretation is correct and to serve as a reminder of agreements made during the meeting.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Plan to meet at least two times with your project’s key audiences.</b> Your first meeting starts them thinking about issues. Allow some time for them to think over your initial discussions and to think of new ideas related to those issues. A second meeting gives you a chance to clarify any ambiguities or inconsistencies from the first session.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Practice active listening skills in all your meetings and conversations.</b> Active listening is a skill all managers need to develop.</p>\r\n</li>\r\n \t<li>\r\n<p class=\"first-para\"><b>Wherever possible, confirm what you heard in personal meetings with written sources.</b> When you talk with people, they share their perceptions and opinions. Compare those perceptions and opinions with written, factual data (from primary sources, if possible). Discuss any discrepancies with those same people.</p>\r\n</li>\r\n</ul>","blurb":"","authors":[],"primaryCategoryTaxonomy":{"categoryId":34249,"title":"Project Management","slug":"project-management","_links":{"self":"https://dummies-api.dummies.com/v2/categories/34249"}},"secondaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"tertiaryCategoryTaxonomy":{"categoryId":0,"title":null,"slug":null,"_links":null},"trendingArticles":null,"inThisArticle":[],"relatedArticles":{"fromBook":[],"fromCategory":[{"articleId":275133,"title":"What Is Agile Project Management?","slug":"what-is-agile-project-management","categoryList":["business-careers-money","business","project-management"],"_links":{"self":"https://dummies-api.dummies.com/v2/articles/275133"}},{"articleId":275127,"title":"Strategic Approaches to Implementing and Managing 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Project Management Articles

Project managers have their own language: six sigma, agile, scrum, gantt, lean, sprint — all in the name of getting the job done. More than 300 articles can help you gain fluency, too.

Articles From Project Management

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Filter Results

358 results
358 results
Project Management PRINCE2 For Dummies Cheat Sheet (UK Edition)

Cheat Sheet / Updated 03-10-2022

PRINCE2 is an essential project management method, helping users organise, manage and direct their projects to time and within budget. This Cheat Sheet presents you with a few tips and wrinkles to get the best from PRINCE2.

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Project Management Project 2019 For Dummies Cheat Sheet

Cheat Sheet / Updated 02-25-2022

Project 2019, the most recent incarnation of Microsoft’s popular project management software, offers a tremendous wealth of functionality. Microsoft Project 2019 however, probably isn’t like any other software you’ve ever used, so mastering it can seem a daunting process. This Cheat Sheet provides you with tips and tricks for doing what you do every day as a project manager.

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Project Management Scrum For Dummies Cheat Sheet

Cheat Sheet / Updated 02-24-2022

Scrum focuses on continuous improvement, scope flexibility, team input, and delivering quality products. Scrum adheres to the Agile Manifesto and the 12 Agile Principles, which focus on people, communications, the product, and flexibility.

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Project Management Project Management All-in-One For Dummies Cheat Sheet

Cheat Sheet / Updated 02-22-2022

Successful organizations create projects that produce desired results in established time frames with assigned resources. As a result, businesses are increasingly driven to find project managers who can excel in this type of work environment. To get started in project management, you should understand the phases of a project’s life cycle, processes involved in project management, and the basic tasks you’re expected to perform.

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Project Management Lean For Dummies Cheat Sheet

Cheat Sheet / Updated 02-18-2022

To understand how to apply Lean in any organization, you should know the basics: the principles, the definitions of value and waste, how to lead effectively, and how to define and improve the value stream. You should also be aware of how a Lean leader thinks and acts.

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Project Management Project Management For Dummies Cheat Sheet

Cheat Sheet / Updated 02-17-2022

Because of the ever-growing array of huge, complex, and technically challenging projects in today's world, effective project managers are in higher demand than ever before. People need the tools, techniques, and knowledge to handle their project management assignments, such as confirming a project's justification, developing project objectives and schedules, maintaining commitment for a project, holding people accountable, and avoiding common project pitfalls.

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Project Management Six Sigma For Dummies Cheat Sheet

Cheat Sheet / Updated 02-14-2022

To apply Six Sigma to your business and produce the best results, you need to understand what Six Sigma is, the principles of Six Sigma, and the DMAIC problem-solving method. The correct tools and use of the Six Sigma scale and methods will keep your data dependable and reusable.

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Project Management Lean Six Sigma For Dummies Cheat Sheet

Cheat Sheet / Updated 09-22-2021

Are you ready to adopt the proven methods of Lean Six Sigma to improve business performance and make your teams more productive? Remind yourself of the key principles of this powerful strategy so that your business runs smoothly and efficiently.

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Project Management Do You Have What It Takes to Be an Effective Project Manager?

Article / Updated 08-26-2021

You want to be a better project manager, right? Well, before you really jump in, do a quick self-evaluation to see what your strengths and weaknesses are. By answering the following ten questions, you can get an idea of what subjects you need to spend more time on so you can be as effective as possible. Good luck! Questions Are you more concerned about being everyone’s friend or getting a job done right? Do you prefer to do technical work or manage other people doing technical work? Do you think the best way to get a tough task done is to do it yourself? Do you prefer your work to be predictable or constantly changing? Do you prefer to spend your time developing ideas rather than explaining those ideas to other people? Do you handle crises well? Do you prefer to work by yourself or with others? Do you think you shouldn’t have to monitor people after they’ve promised to do a task for you? Do you believe people should be self-motivated to perform their jobs? Are you comfortable dealing with people at all organizational levels? Answer key Although maintaining good working relations is important, the project manager often must make decisions that some people don’t agree with for the good of the project. Most project managers achieve their positions because of their strong performance on technical tasks. However, after you become a project manager, your job is to encourage other people to produce high-quality technical work rather than to do it all yourself. Believing in yourself is important. However, the project manager’s task is to help other people develop to the point where they can perform tasks with the highest quality. The project manager tries to minimize unexpected problems and situations through responsive planning and timely control. However, when problems do occur, the project manager must deal with them promptly to minimize their impact on the project. Though coming up with ideas can help your project, the project manager’s main responsibility is to ensure that every team member correctly understands all ideas that are developed. The project manager’s job is to provide a cool head to size up the situation, choose the best action, and encourage all members to do their parts in implementing the solution. Self-reliance and self-motivation are important characteristics for a project manager. However, the key to any project manager’s success is to facilitate interaction among a diverse group of technical specialists. Although you may feel that honoring one’s commitments is a fundamental element of professional behavior, the project manager needs both to ensure that people maintain their focus and to model how to work cooperatively with others. People should be self-motivated, but the project manager has to encourage them to remain motivated by their job assignments and related opportunities. The project manager deals with people at all levels — from upper management to support staff — who perform project-related activities. Check out the table of contents to find out where I discuss these different aspects of the project manager’s job in more depth.

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Project Management Project Management: How to Clarify Project Goals

Article / Updated 08-24-2021

As a project manager, it's important to nail down goals before you start planning project-execution details. In your quest to find out what your project is supposed to accomplish and how it fits into your organization’s overall plans, you have to seek information that’s sensitive, sometimes contradictory, and often unwritten. Getting this information isn’t always easy, but following these tips can help make your search more productive: Try to find several sources for the same piece of information. The greater the number of independent sources that contain the same information, the more likely the information is correct. Whenever possible, get information from primary sources. A primary source contains the original information. A secondary source is someone else’s report of the information from the primary source. Suppose you need information from a recently completed study. You can get the information from the primary source (which is the actual report of the study written by the scientists who performed it), or you can get it from secondary sources (such as articles in magazines or scientific journals by authors who paraphrased and summarized the original report). The farther your source is from the primary source, the more likely the secondary information differs from the real information. Look for written sources because they’re the best. Check relevant minutes from meetings, correspondence, e-mail, reports from other projects, long-range plans, budgets, capital improvement plans, market requirement documents, and benefit-cost analyses. Speak with two or more people from the same area to confirm information. Different people have different styles of communication as well as different perceptions of the same situation. Speak with more than one person, and compare their messages to determine any contradictions. If you get different stories, speak with the people again to verify their initial information. Determine whether the people you consulted are primary or secondary sources (primary sources tend to be more accurate than secondary ones). Ask the people you consulted to explain or reconcile any remaining differences. When speaking with people about important information, arrange to have at least one other person present. Doing so allows two different people to interpret what they hear from the same individual. Write down all information you obtain from personal meetings. Share your written notes and summaries with other people who were present at the meeting to ensure that your interpretation is correct and to serve as a reminder of agreements made during the meeting. Plan to meet at least two times with your project’s key audiences. Your first meeting starts them thinking about issues. Allow some time for them to think over your initial discussions and to think of new ideas related to those issues. A second meeting gives you a chance to clarify any ambiguities or inconsistencies from the first session. Practice active listening skills in all your meetings and conversations. Active listening is a skill all managers need to develop. Wherever possible, confirm what you heard in personal meetings with written sources. When you talk with people, they share their perceptions and opinions. Compare those perceptions and opinions with written, factual data (from primary sources, if possible). Discuss any discrepancies with those same people.

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