Reporting

Time-tracking solutions can help you uncover hidden opportunities to maximize your project’s value, from more efficient resource allocation to more accurate estimating and bidding. Here’s a closer look at how better time management produces more successful projects.

Instead of measuring quality, Agile enterprises commit to it by investing in integration and testing, developing a common language around quality, and nurturing motivated, disciplined teams. Ultimately, quality reigns when organizations value it as much as profitability and protect the agile processes that support it.

If we do not take the time to truly understand previous project experiences — both our own and those of others — how can we expect to improve our project outcomes? Here are a few pointers for capturing, assimilating, sharing and applying all those lessons learned.

All the project measures in the world are useless if the end result is not of high quality. But how do you quantify quality? What metrics measure how good something is? Agile practices respond by making quality part of the process rather than something you measure along the way.

A concerted effort to manage and document the realization of business benefits is an indispensible key to the success of any program. It requires a well-defined business case and a structured approach to measuring and tracking the planned benefits throughout the program lifecycle.

Agile and earned value are inherently different approaches to managing projects, but they can complement each other in support of flexibility and bottom-line value. Here are three practical tips to help you bridge the gap between an agile approach and the earned value reports and measurements many organizations require.

Many companies struggle with justifying the need to maintain a project management office after it is established. But the onus is on the PMO itself. Here are five key performance indicators that PMOs should use to measure effectiveness and ensure alignment with the needs of the organization.

In the concluding installment of our “5 Questions PMs Must Ask” series, we explore the fifth and final question: how do we know we are making progress? The answer requires measures of effectiveness and performance stated in tangible units that are meaningful to all stakeholders.

Velocity measures an agile team’s ability to execute, but it often gets misinterpreted or manipulated, which leads to hopeful hunches or downright bad decisions. Because a team's most recent sprint is most indicative of future performance, there's a way to calculate velocity that generates estimates you can use with confidence.