The Custom Group of Companies’ Post

Your project isn’t everything to everyone—let’s make that clear upfront. Have you ever started a project only to watch it spiral out of control with “just one more thing”? That’s the risk of skipping the scope. When you clearly outline what’s included (and what’s not), You save time, avoid confusion, and keep everyone focused. Defining scope isn’t a luxury; it’s a necessity for staying on track. And yes, I’ve got templates that make it easy. 🎯 Ready to take control of your projects? The Project FLOW PRO Kit will help you define and manage your scope like a pro. #ProjectWithPurpose #FlowIntoSuccess #ProjectManagementMadeSimple

Did you know? Following a project life cycle management and stage/phase gates (a genuine project management methodology) can help you deliver products to market faster, at a lower cost, and increase project success. This is one of the educational demos from numerous guidance videos.

There are a few activities surrounding project work that annoy almost everyone, yet are important for putting together coherent plans. The prime example is probably estimating. For starters, you’re trying to figure out how long something will take at your point of maximum ignorance. Then, when you do come up with an estimate, your sponsor tells you it is “too much” or “too long” because *they already have a number in mind.* To deal with this, I use an approach I call “Movie Phone Estimating” — based on Kramer’s failed attempt to act as the movie phone guy on Seinfeld. Here’s the story of when I first started using that approach.

Do your teams follow best practices for user stories and requirements? Following a clear but dynamic separation of the two will: Make project knowledge sharing easier. 🧠 Improve traceability within a project. 🕵 Decrease the risk of documentation adding technical debt. 🔒 Find out more: https://hubs.ly/Q02tVRpR0

Foundational practice. Enjoy this advice and guidance.

Project Scope vs Product Scope Project Scope outlines is what the project includes and excludes to establish clear boundaries. Product Scope outlines what the final product will be. The Product Scope is one part of Project Scope, which describes wider objectives and processes.

Ever wondered what makes up a stellar project schedule? It’s not just about ticking boxes and setting dates. Let's break it down: 📌 Deliverables: These are the goods, the endgame. What are you aiming to produce? 📌 Tasks: The steps to get there. Every journey needs a roadmap. 📌 Task Dates: When to start and finish. Timing is everything. 📌 Dependencies: Which tasks rely on others? Think of it as the domino effect. 📌 Project Calendar: The big picture timeline. It's your project at a glance. 📌 Work Packages: Bundled tasks for efficiency. Group similar tasks together. 📌 Task Duration: How long will each task take? Plan accordingly. 📌 Budget: Show me the money! Ensure you have the funds to complete the project. 📌 Resource Availability: Who’s free and when? Align tasks with your team's availability. 📌 Schedule Risk Analysis: What could possibly go wrong? Plan for potential hiccups. Keep these points in check, and you're on your way to a stellar project schedule. P.S. Remember, a well-planned project schedule is like a good joke: timing and delivery are everything #ProjectManagement #Productivity #ProjectSuccess #TimeManagement

Never skip the discovery phase of a software project! It’s when you gain a proper understanding of exactly what it is that’s wrong. From there you can map out any potential risks and create a solid project plan. This phase is also the time to get everyone on the same page, set realistic timelines and budgets, and allocate your resources wisely. It really helps you to avoid costly mistakes later down the line. So I don’t think I’m being dramatic when I say that the discovery phase is CRUCIAL for a project’s success!

📌 Lessons Learned: The Importance of Scope, Budget, and Timelines 📌 Reflecting on a project we tackled last week, we were reminded of just how crucial it is to get the basics right from the outset. Here are the key takeaways that reinforced the importance of setting clear expectations: Scope Clarity Is Everything: It became clear that defining the project scope upfront is essential to avoid mid-project surprises. When the scope isn’t nailed down, the risk of unexpected tasks creeping in skyrockets, leading to potential delays and increased costs. Budget Alignment Is Crucial: We saw firsthand how aligning the budget with the true scope of work can protect the quality of the final product. When budgets are underestimated, it forces difficult choices that can compromise the project’s integrity. Realistic Timelines Matter: The project highlighted how critical it is to set practical timelines. Compressed schedules might seem efficient, but they often lead to rushed work, increased stress, and, ultimately, a product that doesn’t fully meet expectations. Continuous Communication: Throughout the project, regular communication was key to staying aligned. It helped us navigate changes in scope and manage expectations, preventing small issues from snowballing into major problems. Last week’s experience reinforced that by setting clear scope, budget, and timeline expectations from the beginning, we can avoid unnecessary stress and deliver exceptional results. These fundamentals are what keep projects on track and teams thriving. #ProjectManagement #WebDevelopment #ScopeManagement #Budgeting #Timeline #Nextjs #Engineering

When do we need a program vs. a project? Here is the PMBOK definition: “A program is a group of related projects that are managed in a coordinated manner to obtain benefits that can’t be achieved when managing them individually “. In the world of technology projects – the program is handling the cumulative efforts for the introduction of a new product. But why do we need this overhead? If you have 20-30 people in the same location, you probably don’t need a program, this is a classic project. But if you want to make a new car and there are five development groups (engine, chassis, software, breaks, seats) in different geographies, you most certainly need a program to control it. Each group delivery (e.g. engine) is a project, while the integrative product (the car) is the program. But how do we split the work between the project and program? What is the status of the sub-projects? Do they have their own lifecycle? These are all good questions which I am answering in the next few posts!