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  Private companies and government organisations involved in running large projects, or many smaller projects at the same time, already recognise the benefits of formal project management but as the amount of experience and knowledge gleaned from such tasks has increased so project management has become more complex. And as it has become more complex so the tools and methodologies have had to evolve to keep pace. It was the UK governmental body OGC (Office of Government Commerce) that back in 1989 first defined the structured methodology that has evolved today into the internationally recognised PRINCE2 methodology. It was originally established to help Government departments deliver the best value possible from its capital expenditure and is an acronym for Projects In a Controlled Environment. Of course, there are also other knowledge-based methods from APM (Association for Project Management) and PMI (Project Management Institute). Formal methodologies are commonly used for softw...

  One of the hardest aspects of project management is setting and then managing expectations of both clients and stakeholders. While creating a timeline and defining the scope of a project upfront is obliging, if the expectations are unrealistic, the schedule and budget can easily blow up. What can project managers do to help ensure that all gatherings are on the same page and that projects hew closely to deadlines and budgets? Following are eight suggestions. 1. Put together the right team Having confidence in the project team can go a long way when it comes to managing client and stakeholder expectations. That's why Mike, which delivers business planning services, directs being "extremely picky when selecting persons to be on the project team," going so far as to "break the project down into smaller pieces and truly identify which individual has the necessary skill [or skills] for each particular task." "For tasks that take multiple team members, consider...