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Methods & Means
Putting Theory Into Practice
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Parachute Projects
- by
Kathleen Ryan O'Connor
(July 2)
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When you're catapulted into an ongoing project, the situtation is often volatile, potential minefields abound, and there isn't much time to ramp up and get the existing team on your side. Revamping plans and schedules is almost always critical, but rarely sufficient. Here are seven best practices to hit the ground running.
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The Elephant In the Room
- by
Kathleen Ryan O'Connor
(May 28)
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It is said the only thing constant is change, but it could also be said that change is constantly avoided, denied and feared. Like it or not, when it comes to change, project managers are usually right in the middle of it. Here is a three-step approach to help you lead in tumultuous times.[more]
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An Agile Balanced Scorecard
- by
Roland Cuellar
(May 27)
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There are a number of frameworks for measuring performance on software development projects, including leading/lagging indicators, efficiency/effectiveness, and the Balanced Scorecard. Is it possible to combine the best of these approaches into a unified system that can be implemented on larger Agile projects?[more]
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Fixing the Triple Constraint
- by
William Duncan
(May 13)
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The mathematician George Box is credited with saying, “all models are wrong; some models are useful.” The Triple Constraint is one of the oldest models in the project management discipline. We all know it is wrong. Can it still be useful?[more]
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You’ve Got Issues
- by
Projects@Work
(April 20)
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An effective issue management process is vital to project success. Here are several best practices.[more]
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Risk Efficiency
- by
David Hillson, PMP
(April 15)
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Actually, it's not always "better to be safe than sorry." Value-driven risk management acknowledges that some risks are positive opportunities to be pursued, while others aren’t worth worrying too much about, given their unlikelihood of occurring.[more]
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When You Assume
- by
Andy Clark
(April 1)
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The plan looks good on paper. Competent professionals are executing it. But unexpected delays and costs still crop up. It could be the one area of project management where your years of experience can actually hurt you: assumptions. So how do you weed them out of your plan? Here are some unassuming ideas.[more]
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Better or Worse?
- by
Al Taylor
(March 11)
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When confronted with difficult choices in today’s complex project environments, project managers and teams need techniques to extricate them from the proverbial rock and hard place. A simple binary decision-making model, based on weighted criteria, might do the trick.[more]
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Register Real Risk
- by
David Hillson, PMP
(February 25)
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Keep “business-as-usual” risks out of your project risk register, and use it to record real threats and opportunities, along with what you plan to do about them.[more]
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Customizing Your Project Pre-Check
- by
Drew Davison
(February 16)
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Wrapping up our series on developing a decision-making process to manage complex change initiatives, here are guidelines for customizing a project pre-check framework to optimize its value for your organization.[more]
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Sponsored Announcements and Special Offers
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On-campus Summer courses still available. Whether preparing for the PMP or needing PDUs to stay up to date, UC Berkeley provides top-notch instructors and valuable information you can use right away.
Free White Paper, Learn how a new approach to IT Governance speeds implementation. Click here to download.
The Stanford Advanced PM Certificate Program provides professionals with advanced tools and techniques to strategically execute projects, programs, and portfolios. Learn more about 2.0 in action.
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