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Risk Strategy Selection Matrix
If you let a risk sideswipe your project, rolling back the clock to deal with it is rarely a viable option. Make sure that you and your team are managing the risks as effectively and proactively as possible. This template by Carl Pritchard provides for an intelligent cross-comparison of risks and the various strategies you can use to mitigate them. At the very least, it will help the team through a much more considered discussion about which approaches are truly best for the project. You may even find that you have options that will resolve multiple risks at once. Be prepared to pick the best possible strategies ahead of time.

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Issue Resolution Status Report
No project is free of issues, and no stakeholder is free of worries about those issues. Put some oomph behind your "we've got it covered" reassurances by explaining exactly what has happened (or might happen), how it's being dealt with, who is in charge, and when it will be taken care of. This report template helps you to provide the information that's needed to solve jangled nerves and assure everyone that you really do have it covered, and what they can expect when everything is handled.

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Customer Focus
The Essence of Agility: What makes a project "Agile"? Part 2

Alan Koch

It is all about our customer. All! An Agile team will do everything in their power to maintain continuous (or at least regular) contact with their customer, because that contact is essential to their ability to produce what the customer needs. An Agile team doesn't trust a Requirements Specification to tell the whole story. They know that if such a document was written, it contains errors, interpretations, and key omissions. They also know that even if it accurately represents what the customer thought they needed when they signed off, things are likely to change before the product is complete.

In order to ensure that they deliver what the customer really needs (and needs today), the team includes the customer in team activities as often as possible. The customer's input is important in each phase of the Agile lifecycle. Read More »

Congrats On the New Project! (We Have a New Project??) - Project Charter - PREMIUM
Tired of blank looks and vacant stares when you try to discuss the resources and requirements of your new project effort? Part of the problem may be that no one knows what you're talking about. Too many projects simply sneak into existence, quietly bubbling up through the organization (or dropping like a stone on some poor guy's head) without a clear picture of what the executives expect everyone to commit to and deliver. A project charter like this one will help you launch your new effort officially, with a brief but powerful summary of the business justifications, scope, resource requirements, and key personnel (that's you). Bonus tip: Get it signed. Seriously. A signature on one of these things is worth your project budget -- quite literally!

No, Really, We've Got It Covered - Executive Summary of Project Status and Risks - MEMBER
While you're at it, reassure your executives at your regular reports. Unlike other stakeholders, they just want the bottom line -- what is it costing, who is in charged, whether it's worth it, and when it will be done. This concise, bottom-line status report template will help you provide them the most possible information in the least amount of time so you can spend your valuable time with the executives going over the issues that really require their attention, instead of spending time walking them through every detail of the project landscape.

There Goes Another Rubber Tree Plant - Spiraling In - MEMBER
What if a project went south and nobody noticed -- not even the execs? This case study by Warren Craycroft spins the tale of just such a disaster project, one which seemed to be going just fine until everyone looked up at the proverbial "dashboard." The participants of this unfortunate project learned several valuable lessons about keeping an eye on the fundamentals. Sometimes high hopes aren't enough, and some projects shouldn't be saved.

We Prefer "Portfolio Correction" - Project Cancellation Guidelines - PREMIUM
Almost anything sounds better than getting trapped in a project bubble. Maybe it was the market demand, or the irrational enthusiasm, or just not thinking through all the risks and resource requirements. When it all comes crashing down, sometimes the only rational thing to do is to cancel a project -- or a few projects. But which ones, and how can you do it gracefully? This guideline walks you through the process of assessing a project's true state, deciding between cancellation and a project re-start, and shutting it all down with a minimum of mess if that's really your best option.

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