Projects at Work

How-To

Best practices, lessons learned and advice from your peers in the trenches.


9 Criteria for Better Metrics

- by Pollyanna Pixton

Metrics are easy to get wrong, and the price tag can be high for projects and stakeholders. Are your organization’s metrics providing value or just getting in the way of your team? Here are nine criteria for determining if your current metrics should be tweaked or removed, and if new ones would be more useful.

Don’t Fear the Blank Canvas

- by Adriana Beal

A project begins with untested assumptions, competing options, diverging opinions about product scope and so on. Creating visual models that show the “why, who, how and what” of the problem being addresses can facilitate the process of getting to better solutions faster — even without sufficient knowledge to get them right the first time around.

5 Ways to Improve Time Tracking

- by Tushar Patel

There are myriad benefits to time tracking. The trick to realizing them is boosting adoption and compliance. By focusing on the potential benefits of time tracking from your teams’ perspectives, you can help get everyone on board and get over the internal hurdles quickly.

Control the Cost of Change

- by Bart Gerardi

When aware of the different hidden costs of change, project managers can positively influence those costs — and minimize the disruption to their teams, creating a project environment where change becomes a force for good, rather than something to avoid or resist. Here are three best practices that will help.

Hidden Costs of Change

- by Bart Gerardi

Changes, even when they are for the better of your project, come at a price. But it can be difficult to measure the true cost. Let’s look at five types of hidden costs that change can bring to a project, from the schedule to team performance, and what we as project managers can do about them.

The Occasional PM, Pt. 2

- by Robert Wysocki and Joseph Matthews

The Occasional Project Manager must first determine the type of project they are managing in order to choose the best approach. In part two of our series, we look at three types of projects that OPMs are most likely to encounter, and the unique challenges each presents.

Q&A: Backlog Grooming

- by Bart Gerardi

In a follow-up to an article on backlog grooming, we answer reader questions about how the process differs from requirements documentation; how prioritization works without a complete picture; how a backlog differs from a work breakdown structure; and how to achieve an “all-in” view of product features when the backlog is a work in progress.

Scheduling Uncertainty

- by Dan Patterson

You can't build realistic forecasts without taking into account potential risks. So when it comes to creating project schedules, why is risk so often addressed as a separate exercise? To properly accommodate for uncertainty we need to embed and intertwine these processes within our tools. We need risk-adjusted scheduling.

The Occasional Project Manager

- by Robert Wysocki and Joseph Matthews

In this new series, we address the Occasional Project Manager, a professional found in thousands of organizations, working on a variety of initiatives with minimal guidance. A majority of OPMs have no interest in a project management career, which is why they need an adaptive framework that applies to their work realities.

Get Inside Your Project’s Head

- by Vicki Wrona, PMP

The OODA Loop is a concept used by military strategists and law enforcement to “get inside” an opponent’s decision-making cycle. Here’s how the technique can help to keep your projects in control — or to bring troubled initiatives back on track before it’s too late.

ADVERTISEMENT

IN PARTNERSHIP WITH:


SPONSORS

EVENTS

Anju A: "Good video and Goodest idea of correlating it to the project/program perspective…" on Good, Gooder, Goodest
July 26, 2014

Zachary M: "Pictures are extremely valuable tool for cross cultural teams! Thanks!" on Don’t Fear the Blank Canvas
July 24, 2014

Vijay V: "Nice :-)" on Don’t Fear the Blank Canvas
July 24, 2014

Ian S: "Absolutely right Andy!" on For Consistency’s Sake
July 21, 2014

 

TOP CONTRIBUTORS

Dave Prior

Agile Consultant, BigVisible Solutions
Dave Prior, PMP, CST, MBA is an Agile Consultant for BigVisible where he…

Andy Jordan

President, Roffensian Consulting Inc.
Andy Jordan is a well known author and speaker on project management and…

Bart Gerardi

Sr. Technical Program Manager, Amazon.com
Bart has been an ecommerce program manager for 15 years, and can’t…

Vicki Wrona

President, Forward Momentum, LLC
Vicki Wrona is the founder and President of Forward Momentum, a PMI Regi…

Janis Rizzuto

Contributing Editor, ProjectsAtWork
Janis has been writing for ProjectsAtWork for more than a decade, starti…

Aaron Smith

Editorial Director, ProjectsAtWork.com
Aaron has been the editor of ProjectsAtWork since 2001, leading its evol…

BLOGS

TOOLS & TRAINING

project management software
     

AtTask: the only project and portfolio management software that meets the business intelligence needs of executives, the planning needs of managers, and the collaboration needs of project teams, helping organizations get jobs done on time, on budget.

project management software
     

Changepoint helps businesses gain competitive advantage and increase profitability through complete portfolio visibility, planning insight, process automation, and improved resource utilization throughout a customer’s lifecycle. Changepoint’s busine

project management software
     

Sciforma provides a flexible and easy to use Enterprise Project and Portfolio Management software solution for industries and companies of all sizes.

ADVERTISEMENTS