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Methods & Means
Putting Theory Into Practice
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6 Steps to a Better WBS
- by
William Duncan
(April 10)
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The work breakdown structure is supposed to be a fundamental tool for identifying project work to be budgeted, scheduled and staffed. But misunderstandings abound and it often fails to provide useful benefits. No wonder so many project managers swear at it, not by it. Here are six steps to creating a better WBS (no B.S.).[more]
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Risk Rules
- by
Glen Alleman
(April 2)
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When it comes to risk management, hope is not a strategy ... all single point estimates are wrong ... and communication is everything. Understanding these principles and two others are the only way to turn risk management theory into meaningful practice.[more]
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Less Guts, More Glory?
- by
Stephanie Fagnani
(March 27)
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Project managers, like most everyone else, make many decisions based on intuition and instinct. But on complex initiatives involving multiple objectives, uncertainties and stakeholders, those gut feelings can lead to biased decisionmaking that isn’t always in the best interest of the project. Instead, the authors of a new book recommend a structured decision analysis process based on psychology and mathematics.[more]
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Show Some Resolve
- by
Ann Drinkwater, PMP
(February 14)
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In the face of unrealistic schedules and ill-defined or changing requirements, defects on software development project are inevitable. But the rush to report a resolution can make the problem worse or create new ones. Here is a rigorous, six-step approach to issue-resolution that ensures 'fixed’ means fixed.[more]
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Risk Management: A Seven-Step Approach
- by
Vicki Wrona, PMP
(February 7)
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A risk management process does not have to be complicated or time consuming to be effective. By following a simple, tested, proven approach that involves seven or fewer steps at the beginning of each project, your team can reduce surprises and be better prepared to respond when they do occur.[more]
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Advice for Project Audits
- by
Cathy Smith
(January 10)
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Project audits are dreaded by most project managers and teams. There’s the long list of questions or processes to be assessed, and the mountain of documentation to be gathered to provide evidence of compliance and controls. Here are five helpful practices to calm your anxieties and make the most of a project audit.[more]
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In Agile We Trust
- by
Charlie Rudd
(November 15)
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It’s tough to build a foundation of trust on the quicksand of uncertainty. By focusing on today’s results and making consensus adjustments along the way, agile development helps project teams and customers focus on successes rather than failures. And it makes for happier humans, too.[more]
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Apply Yourself
- by
Ann Drinkwater, PMP
(November 1)
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Requirements have been finalized, the development cycle is underway and stakeholders are ready to wait until the application is released for user acceptance testing. Not so fast. Here are six neglected supporting activities that will increase the chances of success on application development projects.[more]
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3 Steps to a Well-Defined Project Plan
- by
Chris Wright, PMP
(September 27)
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In a hectic business environment, project fundamentals such as scope definition and the Work Breakdown Structure often take a backseat to a “just get going” mentality. It might better be described as the “flail until you fail” approach. Here is the 101 on creating a plan that defines your project from the outset.[more]
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By The Book
- by
Andrew Makar, PMP
(September 6)
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The project control book is a simple, often overlooked tool that helps you keep track of critical project documents, status, issues and other action items. It can go a long way to improving stakeholder communications, be it a formal meeting or random encounter. Here’s how to set up and maintain a good one.[more]
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