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Knowledge Shelf

Keys for Agile Co-Evolution of the WBS and Schedule Network: The "Schedule Network 100 Percent" Rule and the "Add and Prune Dependencies" Algorithm

by David Pratten, PMP

The pressure for greater agility in project management approaches increases the challenge of achieving coherence between the WBS and the schedule network. This article elaborates on best practices where the goal of full coherence between the WBS and schedule network can be taken for granted and maintained without effort by the project planner.

What the Stakeholders Really Need

by Pedro Giovani Zanetti, PMP

Active and honest communication targeted to relevant stakeholders will foster alignment and help meet expectations to achieve project objectives. This article outlines key steps for strengthening the relationship between the project manager and the project participants.

recent blog postings

Finish-to-start

from Project Your Voice posted by Stéphane Parent on

When you conclude, you have to leave your audience restless. You want them wanting more. Even better, you want them starting something new. Start what? Start a new way of thinking, a new journey ...


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The Critical Path

Spotlight On: Agile

Servant Leadership: The Agile Way

by Johanna Rothman

In more traditional projects, we often hear about "control." But what might an agile project manager do? Here are three examples of servant leadership in action with respect to the team, the product owner and management.

Spotlight On: PMO

PMO Successes and Failures

by Ginger Levin

For a PMO to be successful, it must demonstrate it has continued business value to the organization. To do so, the functions it is to perform need to be stated explicitly and communicated throughout the organization when it is first established. People at all levels then have a consistent message as to why it is being established and what it is to do.

Topic Teasers

Topic Teasers Vol. 71: Better Estimates

by Barbee Davis, MA, PHR, PMP, PMI-ACP

Question: I have a person on my team who is constantly late with his activities. We’ve spoken, with me using my best managerial techniques, to try to help him understand the impact to the project when he does not finish work as planned. Where do I go from here?
A. When a person consistently does not finish as planned, there is a problem with team estimates. Hold a full team meeting to see what can be done to create more realistic estimates in the future by all team members.
B. You have an employee who obviously has no regard for the other members of the team. Put him on report, and if he misses even one additional deadline, either fire him or ask to have him removed from your team, depending on your power.
C. This person must be doing an acceptable job when he finishes; the issue is just with his estimating skills. Track his work and find a multiplying factor to use when adding his activities to the Work Breakdown Structure.
D. This employee seems to have a communication issue. He cannot clearly state how long it will take him to finish an activity he estimated himself, and he is not communicating to you when he will be late. See if Human Resources has a training class to help him become more articulate.
Pick your answer then Test Your Knowledge!


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