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How to Manage Project Scope Without Scope Creep (with examples)

Rebel’s Guide to PM

By the way, the answer to that question is: “Yes, let me analyze what the impact will be and bring you a recommendation for what that means for our current budget and timeline.”). In real life, changes are often expected to be incorporated “just like that” without any impact on time or budget. What’s so bad about scope creep anyway?

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15 Leadership Training Options

ProjectManager.com

The University of Chicago Booth School of Business developed one of the first experiential leadership programs for full-time students in 1989, and launched its Effective Leadership program in 2009, tailored for evening and weekend Booth MBA students.

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Top 10 Project Management Methodologies – An Overview

ProjectManager.com

Schwaber left the Scrum Alliance in 2009 to start a parallel accreditation organization called Scrum.org. But they all share one thing in common: getting deliverables done on time and within budget. It became a part of agile when Ken Schwaber and Mike Beedle wrote the book “Agile Software Development with Scrum” in 2001.

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Scrum Methodology: Roles, Events & Artifacts

ProjectManager.com

Changes in the scrum community continued when in 2009 Schwaber left the Scrum Alliance to start up Scrum.org , which offers the Professional Scrum Series. They later added a certification arm to the organization, with Certified ScrumMaster programs. In 2006, Sutherland created Scrum, Inc. , and continues to teach the Certified Scrum courses.

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Beware of the Unintended Consequences of Incentive Plans.

Scrum.org

More examples of poorly aligned incentives that contributed to the boom then bust financial crisis of 2008-2009: Fannie Mae and Freddie Mac using their implicit government backing to take on significant mortgage risk with little capital backing.

Planning 209
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How to Add Projects in LinkedIn: A Step-by-Step Guide

Rebel’s Guide to PM

The overall budget for the 4-year program was about £10m. I took over budgetary responsibilities in 2009. I managed a core central project team of 6 people, who were joined by business specialists and secondees as required throughout the lifecycle of the project. In 2010 the amount under my direct control was £2.6m (capital).

2010 392
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Managing Risk from Every Level of Your Organization

LiquidPlanner

This notion of contingency analysis shows that when planning or budgeting, we must account for foreseeable risk and factor in the optimal route required with the minimum number of possible detours. Any forecast used to establish baseline budgets will be imperfect, whether for reserve fuel supplies or project contingencies.