[原创]项目经理-30个项目管理提示

* Justify the project by building a strong documented business case.
   
* Understand the key business drivers of your business.
深刻理解你的商业目标，项目管理前必须清楚为何做，才能为目标努力

   
* Get buy-in and support from top management; i.e., make sure to have a strong sponsor.(高层管理支持)
   

* Be specific about requirements and state them in a way that makes it easy for vendors to respond and think along with you.(需求明确定义)
   
* Avoid reliance on new, unproven technology.
(避免依赖新的，没有证明过的技术)
   
* Ensure the vendors can meet their commitments.(保证供应商履行承诺)
   
* Ensure your organization can meet your own commitments.(组织履行承诺)
   
* Clearly communicate project team roles and responsibilities.
(清楚的沟通项目团队各成员的角色和责任)
   
* Give the team the budget, tools and space they need to get the work done.
   
* Send designated key users or team members for training as soon as possible.(关键和核心成员尽可能快的培训)
   
* Develop a formal project plan.(开发正式的项目计划)
   
* Require the project team to provide the task estimates in order to ensure buy-in to the plan.(项目团队提供估算，获取小组认同)
   
* Let the plan be driven by specifically defined deliverables which in turn should drive the activities and tasks.(任务必须有明确输出)
   
* Be objective and realistic when making estimates and setting time targets.(制定的估算和时间目标必须切实可行)
   
* Limit task duration to about two weeks (or 80 hours) or define an interim deliverable.(项目任务明确产出，任务<80小时)
   
* Do a risk assessment and develop a contingency plan with mitigating actions.(做风险评估，开发应急措施和风险减轻计划)
   
* Provide skilled project management resources for the project team.
(为项目团队提供符合技能要求的各种资源)

* Stay with the plan.
   
* Have regular and formal project team meetings with agendas and minutes distributed to the team.(正式的团队会议)
   
* Track and report progress by the deliverables identified in the plan.
对项目计划识别的产出物进行跟踪和报告进度)

* Keep a formal issue log for all the practical issues that crop up and which were not included in the plan.(问题跟踪单并周期评估)
   
* Meet regularly with your sponsor.
   
* Require a formal change procedure to change scope and get sign-off by sponsor.(正式的范围变更过程)
   
* Adjust remaining duration and cost estimates when scope changes are approved or when you must accept a delay.
   
* Have the users do all testing where possible.(尽可能进行测试)
   
* Define what it means to be done; i.e., for milestones, project phases or stages and for going live.
   
* Watch for signs of burnout and be prepared for turnover of team members (including vendor personnel).
   
* Start data conversion as early as possible with a representative data dump from the old system for checking of data quality.
   
* Build a project culture based on mission oriented directives where team members take responsibility for assigned deliverables, but figure out how to do it on their own.
项目每个成员都应该对委派的任务产出物的质量负责，并且建立起基于任务驱动的文化，但之前必须明确他们自己如何做到这点)
   
* Micro manage incidental or temporary project resources because these people seldom really become part of the team
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