April, 2013

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2013 Project Management Salary Survey

As part of our Morgan McKinley 2013 Australian salary survey, we examined the average Project Management salaries for 2013.

Role Permanent (per annum) Contract (per day)
PROJECT DELIVERY
Junior Business Analyst $60k – $80k $450 – $500
Business Analyst $85k – $95k $550 – $650
Senior Business Analyst $100k – $125k $700 – $850
Project Manager (Projects $2m – $5m) $110k – $140k $750 – $950
Senior Project Manager (Projects $5m – $10m) $140k – $170k $900 – $1,100
Programme Manager $160k – $200k $1,000 – $1,200
Senior Programme Manager $180k – $250k $1,200 – $1,500
PROCESS IMPROVEMENT
Process Analyst $80k – $95k $400 – $550
Business Process Analyst $90k – $120k $500 – $750
Manager (Black Belt) $130k – $180k $850 – $1,200
Lead Manager (Senior / Master Black Belt) $170k – $200k $1,100 – $1,400
CHANGE MANAGEMENT
Change Analyst $70k – $95k $450 – $650
Change Manager $100k – $130k $750 – $950
Senior Change Manager $140k – $160k $1,000 – $1,200
Head of Change $170k – $250k $1,300 – $1,800

Dont Overcomplicate Things!

March 30, 2013 – Posted on ProjectManager.com

The sky is falling! The sky is falling! Project managers sometimes have a tendency to be all doom and gloom. We want to make sure all of our bases are covered and that there are contingency plans in place for everything. This mindset many times results in over-thinking and over-complicating matters. The following is an example of what happens when we over-complicate a situation, and ways to keep things simple without sacrificing planning or timelines.

We were in the middle of contract negotiations with one of our clients for a new project. We had done business together for years, so it was pretty much par for the course with non-disclosure agreements, professional service agreements, statements of work, amendments to statements of work, and work orders that served as the legal parameters for the relationship. Each time a new project was proposed, all of these documents would resurface and would need to be reviewed so that everything remained copacetic.

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How to Set Your Project Priorities

April 1, 2013  -Posted on ProjectManager.com

What are you working on today? I hope it is the stuff that is the highest priority for your company. If not, why not? It can be difficult to set project priorities, especially when you have lots of different projects across the organization delivering different things. Comparing them can be tricky. Equally, if you are working on several different projects and have some degree of flexibility with where you spend your time, have you thought about how you prioritize which one to do first?

It is normally the Project Management Office’s job to prioritize projects for the company overall. They will look at all the projects that are happening and make sure that the priority projects get the pick of resources. They might use modeling software to establish which projects have the highest return, or other types of online project management software to plan out the priority work for the year. While return on investment and financial measures are a big part of how projects are prioritized, there are a number of other ways to do it. Here are some of the ways projects may be prioritized in your business. You can also use these to consider how to prioritize your own projects and workload.

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Why you Should Baseline Your Plan

April 3, 2013 – Posted on ProjectManager.com

Looking through recipe books gives me great ideas about the kind of dinners I will cook during the following week. But when I try to make the recipes, they never turn out just like the picture in the book. That’s probably because I rarely have the right ingredients, so I make changes to the recipe as I go along! The end result tastes fine, but it doesn’t look like the picture of the food made by the professional chef.

The professional chef’s starting point – the recipe and the photo – is the baseline. That’s what you think you will achieve when you start to cook. What you get at the end is often very different! Not necessarily wrong, but just not what you thought you would get because of the changes you made along the way.

Project plans are no exception. At the beginning of the project you put together a project schedule with your team, using online project management software or other tools. Then you work towards completing that plan. Changes are approved, risks appear, people leave and others join the team, and over the course of the project the plan adapts and ends up looking different to how it did at the beginning.

Experienced project managers will have taken a baseline of their plan once they first put it together. A baseline is a snapshot of the plan at a fixed moment in time. It is the original approved version of what you set out to deliver.

You might be wondering why it is worth bothering to keep a copy of this plan – after all, if everything is likely to change, surely it is more valuable to refer to the most up to date version? Well, yes, it is. You do need to manage the project using the most recent plan. But it is useful to have a copy of the original baseline for comparison. Here are some reasons why.

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The Worst Project Team Meeting Ever

April 4, 2013 =- Posted at ProjectManager.com

Heave a big sigh – it’s time for the project team meeting. This weekly event is met with groans from the team members. No one likes sitting in a room for an hour with this project manager and everyone thinks that the time could be far better spend doing something else. Like working on the project, for example.

Team meetings don’t have to be awful, but many of them are! Here are some of the reasons why your project team meeting could be the worst ever – and what to do about it.

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Version Control

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Three roles of the Project Management Office

Posted on March 10, 2011 by Alvin

When someone says PMO most people think of a team of Project Managers, or some say Project Manglers, and a long list of procedures they need to follow. I would say this would have been true in the past, but these days the expectations of the PMO has shifted and can vary greatly from company to company. First off is the name, you have some that think it should be called a Program Management Office while others like to call it a Portfolio Management Office or even Enterprise Portfolio Management Office. I prefer Project Management Office as you are dealing with projects regardless of the number. Another name that I think works well would be a Project Portfolio Management Office. Whatever the name, they all basically try to do the same thing. Below is a diagram I drew of three roles of the PMO I plan to cover.

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How to manage your manager

By : Jennifer Whitt, Director of ProjectManager.com

It’s one of my most favorite topics, one of my biggest lesson learned. So, we’ve all been there, right? On our project, where we have the manager always hovering over us checking in, checking in, checking in, or that one who you can’t find them when you need them the most.

Well, I remember a story back when I first started working corporate America, and I had one of those managers who were always coming in every five minutes. So the work area that we were in, everyone in the office area, the manager would have to come by the secretary’s office, so we had secretaries in those days.

We had the secretary notify us by phone, by an intercom with the code word of “Duck on the pond”. “Duck on the pond” meant duck and run because here comes the manager, so we would all duck and run. So instead of using the duck and run and the code, I’m going to offer you six tips to manage up effectively.

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Project Governance: Overcoming Obstacles and Challenges

Michael Wood . Posted from Project Management.com.

One of the primary roles of the Project/Program Management Office is to provide a framework for ensuring the proper governance over projects. This goes beyond just ensuring that proper project protocols and practices are adhered to. The governance process begins with the vetting of projects; continues through their prioritization and deployment; and ends with assessing the effectiveness of each project once completed. Sounds simple enough, but there are obstacles and challenges that many PMOs need to overcome to get governance right.

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How to Manage Your Project Risks

A risk is something that might affect the success of your project. Like, if you’re going out – you’d consider the risk of it raining today. You’d be sure to pack an umbrella if you thought the risk was high!

You’ll find risks on your project too, and the difficult thing is that you never know exactly if and how they will affect you. The best you can do is plan to mitigate the risk (like packing your umbrella) or work out how you can stop it happening in the first place.

Here is a simple 5 step process that you can use to effectively manage risks on your project.

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