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Methods & Means
Putting Theory Into Practice
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The Risk in Risk Management
- by
Tom R. Westcott, PMP
(March 9)
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Too many project managers negate the value of risk management by separating their risk tools and processes from the rest of the project. Here is a practical approach for building realistic risk plans and budgets, integrating them into your project plan, and reducing the probability that management will slash it.[more]
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Making Meetings Matter
- by
Karen Klein
(February 16)
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There's no shortage of meetings in project management, but there's often a lack of effectiveness in them. Here are six field-tested pointers on when and how to use facilitated work sessions to accelerate progress and improve quality throughout the project lifecycle.[more]
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Practical PERT
- by
Andrew Makar, PMP
(February 2)
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Any project manager who has prepared for the PMP examination or attended a project-scheduling course is familiar with the Program Evaluation Review Technique formula, better known as PERT. Putting aside the theory, network diagrams and standard deviations, here is a tactical application of PERT in schedule development that can help overcome “estimation hesitation.”[more]
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Building Risk Tolerance
- by
Glen B. Alleman
(January 26)
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Technical and programmatic disruptions in project plans don’t have to negatively impact cost, performance or schedule metrics. But traditional approaches to planning are not an adequate defense. In the third and final article in this risk management series, the author outlines the six steps for building a risk-tolerant schedule.[more]
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Money Talk
- by
Dan Bradbary, David Garrett
(January 12)
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Treat your business unit accountants like any other subject matter expert, and learn to speak their language. You will not only have a better working relationship with the bean counters; you’ll be able to serve as translator for your team’s non-technical members, leading to a smoother-running, on-budget project.[more]
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Fine Accommodations
- by
Nick Jenkins
(January 5)
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A project of any significant length will deviate from its original plan in response to new or unforeseen circumstances. This is fine as long as the changes are understood and managed. But if changes are introduced on a whim, you no longer have a project. You have anarchy.[more]
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The Sum Of The Parts
- by
Thomas Fruman
(December 1)
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In the end, a successful project is built on delivering the right parts at the right time. Everything else is about planning, negotiating and executing the “parts-delivery” plan, which is created by defining — and assigning responsibility for — every component of the desired outcome.[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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Planning With Care
- by
Peggy Daniels Lee and Marc Hirshfield
(October 6)
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There is an epidemic in healthcare: too many projects are executed without appropriate planning. Here is a detailed planning guide, developed by seasoned project leaders, to increase your chances of success on healthcare software implementations. It can also be used to help build a framework around a PMO methodology.[more]
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Risk/Opportunity
- by
Glen B. Alleman
(September 22)
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With uncertainty comes opportunity. But if a project manager is consumed with managing the risks, there is little time to manage the opportunities. Good risk management is not about fear of failure, but removing barriers to success. And this is when opportunity management emerges.[more]
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