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On Budget/On Time
Foundations of Project Management
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The Budget Abides
- by
Brad Egeland
(November 5)
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Your management and your clients often have different criteria for judging project success, but the budget is going to get attention from both sides. Here are five ways to keep your project's budget in line with the expectations of both your management and your customers.[more]
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A Measure of Time
- by
Robert Van De Velde, Ph.D., PMP
(August 13)
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For on-time delivery, project managers must accurately assess schedule performance. Earned Schedule, a new twist on earned value management, uses quantitative analysis to establish overall progress or lack thereof. Here is a real-world primer, supported by helpful utilities, on Earned Schedule, what it reveals about overall schedule performance, and how specific tasks can affect it.[more]
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Know-Account Projects
- by
Steve Kirk
(February 12)
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Business-as-usual financial processes don’t address the unique realities of managing project costs. Here are some project accounting best practices, which can help bring project managers, sponsors, clients and the company bean counters closer to one version of the truth.[more]
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Crunch Proof Your Projects
- by
Elizabeth Harrin
(December 18)
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If you’ve been fortunate enough to rely on a contingency fund when managing your project budgets in the past, your luck has probably run out by now. Everyone is tightening belts, and project managers need to find ways to tighten up their financial monitoring, too.[more]
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PM Blind Spots (Pt. 3)
(September 16)
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Projects are often run by inexperienced project managers who are unfamiliar with techniques to manage projects more effectively. In the final part of this series, Jim Stewart, PMP, brings some more of these common blind spots into sharper focus, including resource assessment and estimating.[more]
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The Good Enough Mindset
(August 19)
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Project managers are constantly deciding how to apply limited resources to countless tasks. On rare occasions, we are able to get everything done exactly the way we want it. Most of the time, we have to decide not only what to do but what not to do.[more]
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PM Blind Spots (Pt. 2)
- by
Jim Stewart, PMP
(August 19)
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Projects are often run by inexperienced project managers who are unfamiliar with techniques to manage projects more effectively. In part two of this series, Jim Stewart, PMP, brings some more of these common blind spots into sharper focus, including resource assessment and estimating.[more]
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PM Blind Spots
- by
Jim Stewart, PMP
(July 22)
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Projects are often run by inexperienced project managers who are unfamiliar with techniques to manage projects more effectively. In this series, Jim Stewart, PMP, brings some of these common blind spots into sharper focus.[more]
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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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