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Critical Chain 101
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Traditional project management assumes a perfect world, where events can be precisely planned and we know exactly when we'll get needed resources. But projects are riddled with uncertainties. And when many projects are in the mix, contention for resources increases, encouraging people to protect themselves with padded estimates. Getting these realities understood up front, and learning how to best cope with them, is at the heart of the methodology called “critical chain.”
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 PMOver
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Alison Hueber and Jim Schroer ,
(April 21)
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| Monday, May 12, 2008 | RSS |
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Opinion
UNLEARNING PM: WHO’S MANAGING WHOM?
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David Schmaltz
(May 8, 2008)
However you might define project control, you should question its purpose before attempting to accomplish it. Otherwise, you may default to a control strategy poorly matched to your intentions and your project’s purpose. There’s considerable evidence that individuals, not managers, PMOs or progress reports, exert the most meaningful control over successful projects, and that external controls compromise this inherent capability.
[more]
Case Studies
MIGRATION PATTERNS
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Venessa Wong
(May 8, 2008)
When Beijing-based I.T. United took on a data migration project for Texas-based Dell, systemized communication became a top priority to coordinate the work. To overcome geographic and time zone gaps, both sides needed to maintain parallel environments — and expectations. In the process, a long-term partnership has formed.
[more]
PMO/EPM
PPM 101: MAKING METRICS
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Tom Mochal
(May 8, 2008)
Projects come and go, but portfolios remain — all the more reason to establish and sustain a value metrics program. A key is to stop insisting on “perfect” metrics, and simply get into the habit of measuring, collecting and refining a variety of data.
[more]
Methods & Means
DECENT PROPOSAL
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Meri Williams
(May 1, 2008)
Project managers must get into the habit of talking about projects in business terms. It can help to reduce communication problems, and smooth the way for customers and teams to work more effectively together. Project proposals are a real good place to start, even if it means writing them retrospectively after the work has been approved.
[more]
Interviews
PROJECTS, EVIDENTLY
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Richard Brunelli
(May 1, 2008)
The manager of an evidence-gathering team of law professionals has reached a verdict, and it is in favor of project management. Bryan Melchionda spoke with Projects@Work about the growing need for bringing well-coordinated project management principles to the electronic discovery phase of large, complex legal cases.
[more]
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