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On Budget/On Time
Foundations of Project Management
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Opportunity Analysis
- by
Joan Hyland, PMP
(February 20)
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The goal of Potential Opportunity Analysis is to enhance the success of your project. It involves the same type of detailed planning as risk management.[more]
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Time Is On Your Side
- by
Terry Doerscher
(January 31)
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The modern knowledge worker cringes at the mere mention of time-reporting. And the ephemeral nature of project work does make it difficult to measure effort and progress precisely. But without some mechanism to granularly track these things, it is nearly impossible to establish accountability, identify inefficiencies, refine estimates, adjust plans and improve productivity.[more]
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The Team Estimate
- by
Johanna Rothman
(September 18)
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Project team members produce good estimates and bad estimates, so how do you, the project manager, come up with the most realistic estimate?[more]
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Pick A Number, Not Any Number
- by
Projects@Work
(August 21)
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Unsound, undisciplined processes can produce unrealistic ROI estimates for projects. These five principles can improve your ROI analysis.[more]
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Your Friend, Triple Constraint
- by
Richard Cherer, PMP
(November 29)
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One of the most underrepresented tools in a project manager’s toolset is the simple use of the project triple constraint: time, cost and scope.[more]
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Are We There Yet?
- by
Joan Hyland,PMP
(October 12)
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Objectives: Don't start your project without them. They define why an organization wants to go forward with an initiative, detailing desired benefits and clarifying constraints. Here are some steps to help you develop and measure them for your next project.[more]
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Turn It Around
- by
Dan Bradbary and David Garrett
(September 25)
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On turnaround or shutdown projects, changes to scope can occur daily, even hourly. And downtime is often measured in hundreds, if not thousands, of dollars per minute. Critical path analytical techniques and detailed storyboards to schedule every step of the turnaround are fundamental to success.[more]
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Changes To Your Schedule
- by
Susan Snedaker
(May 25)
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In the second installment of our Managing Project Change series, the author focuses on changes to schedule, discussing the possibility that they bring new opportunities; the difference between response and reaction; and the drawbacks of ‘fast tracking’ and ‘crashing.’[more]
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Managing Schedule Risks
- by
Glen B. Alleman
(November 17)
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The concept that risk can be "programmed" out of your project schedule is a false hope. However, you can manage uncertainties by understanding the risk types they represent, and addressing each in an appropriate manner. In part two of this risk management series, an aerospace program manager explains.[more]
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