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Methods & Means
Putting Theory Into Practice
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Do You Know Where Your Scope Is?
- by
William Duncan
(October 1)
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Everyone seems to agree on the importance of scope, but there is much less agreement on what it is and where to find it. By focusing on a project’s “product” (whether tangible or intangible), project managers create greater clarity around the implication of all changes.[more]
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The Quality Factor
- by
Drew Davison
(August 27)
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When we talk about producing a “quality” product, what do we actually mean? Is it easy to use … fast enough … flexible? Does it consistently work the way we want and produce the results we expect? Here are some factors to consider when addressing the meaning of quality on your projects.[more]
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Change Agents: Assess Impact
- by
Drew Davision
(August 17)
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When managing change initiatives, project leaders and stakeholders must consider the impact the planned changes will have on a variety of factors throughout the business environment. This “project world view” includes external relationships, products and services, technology and much more. Here’s a framework to follow.[more]
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Anticipate Volume
- by
Drew Davison
(August 13)
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Many changes in the business and technology world are undertaken explicitly to drive or support increased volumes: more clients, new services, or greater use of existing ones. Even small changes can drive huge changes in usage. Here are some examples of project nightmares that might have been alleviated, if not entirely avoided, if more attention had been given to the volume outcome.[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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Establish Project Worth
- by
Drew Davison
(August 6)
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Do you know what the project you’re working on is really worth to the organization? If you don’t, you’re operating without one of the key sets of information needed to ensure project success. In the first of a new series on managing change initiatives, here is some guidance on how establishing worth — or affordability — can help you and your stakeholders improve project performance.[more]
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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.[more]
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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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