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PMI Scheduling Conference 2016

March 30, 2016 | Online

Love project scheduling? Or just want to learn what’s new in the world of project scheduling? Attend the PMI Scheduling Conference – exclusively for PMI Members. Learn the latest in scheduling best practices not available anywhere outside of PMI. We’ll share tips and tools from real-life projects and programs.

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Save Time With Tools + Templates

Clinical Research Project Activity List Template

PREMIUM deliverable
by Danilo Uvalin

If you are a seasoned project manager involved in clinical research, this activity list with the typical activities performed during the clinical trial will be a great reminder and a good starting point in your project planning. For all others interested in clinical research projects, this activity list can serve as a great overview of how complex and interesting clinical research can be.

Capacity Planning Template

PREMIUM deliverable
by Lydia Lopez Ruiz

This Google Docs capacity planning template can be used by any project manager who doesn't have complex scheduling tools like MS Project. It provides a calendar-like spreadsheet where development tasks can be assigned to different resources to easily distribute the work and calculate the available man days per period (release, sprint).

Project Charter Template (PMBOK® Guide Aligned)

PREMIUM deliverable
by Markus Klein, PMP

This sample Project Charter, aligned to A Guide to the Project Management Body of Knowledge (PMBOK®Guide), includes sections for project goals, success criteria, risks, assumptions, restrictions, budget and more.

Project Status Update (Presentation)

PREMIUM presentation
by Daniel Grzybek

This presentation template is a formal customer-facing status report used for medium to larger projects, or for reporting multiple projects with the same stakeholder audience.

Learn From Others

Cloudy with a Chance of Schedule Variance

by Byron A. Love, MBA, PgMP, PMP, CISSP

Effectively communicating schedule information in a VUCA environment can be very challenging, especially when powerful stakeholders create psychological schedule baselines based on preliminary estimates. There are commonalities between the challenges of forecasting project schedules and forecasting weather.

The Top 10 Reasons Projects Fail (Part 2)

by Marc Lacroix

While we all generally know what a pitfall is in the business world and understand that they should be avoided, the most obvious traps are still sometimes the ones we fall into—especially when managing projects with dozens of competing priorities that distract us and take our eyes off the trail ahead. This two-part article series identifies the top 10 reasons projects fail and focuses on how to avoid these common project management pitfalls.

プロジェクトが失敗する10 の理由(1)

by Marc Lacroix

マーク・ラクロアはRTMコンサルティングのマネージング・パートナーであり、組織の成長と運用 改善のプロフェッショナル・サービスの達成において、様々な企業で確かな業績がある。マークは PS 組織戦略、デリバリー手法開発、資源マネジメント、プロフェッショナル・サービス・オートメーシ ョン(PSA)、プログラムマネジメント、プロジェクトマネジメントにおいて幅広い知識を有している。

The Top 10 Reasons Projects Fail (Part 1)

by Marc Lacroix

While we all generally know what a pitfall is in the business world and understand that they should be avoided, the most obvious traps are still sometimes the ones we fall into—especially when managing projects with dozens of competing priorities that distract us and take our eyes off the trail ahead. This two-part article series identifies the top 10 reasons projects fail and focuses on how to avoid these common project management pitfalls.

WBS: A Building Block of Sound Project Management

by Jon Quigley, Kim H. Pries

The work breakdown structure is fundamental to project execution. When we expend insufficient time and develop inadequate detail on the WBS, the project will yield poor results and we can expect to see last-minute identification of critical elements. Here we look in greater detail at this essential tool.

Topic Teasers Vol. 78: Breaking Stalemates

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

Question: We are at a stalemate! Executives keep asking for more and more projects to be done, yet our resources do not have enough spare time to do them. We look bad, but when we say we don’t have enough time to do these requested projects, management doesn’t really “hear” us. I’m not officially a project manager, but is there any way I can step up and help my organization through this standoff?
A. If you are not a project manager, this is not your problem. Continue to do your daily work and spend whatever few hours a week you can working on projects as they are assigned by the boss of your department.
B. Ask to make a plea in the next executive meeting. When you present your case, let them know that everyone is too busy to do more projects and, realistically, it will a long time before the current ones are finished. It is important to set expectations.
C. Ask your immediate manager if you can work with your colleagues to try to capture the free time available for projects and then prepare information for him to present to the executives. In this way, you may be able to realistically show some options for moving forward with organizational projects.
D. Work to reduce the number of hours you spend on your current daily tasks so that you can focus more of your energy on important projects. Projects are the future, so they should be completed even if it is at the expense of the operational tasks that keep the company running in the present.
Pick your answer then Test Your Knowledge!

Project Task Duration Estimation and Scheduling

by Jon Quigley, Kim H. Pries

In this article, we look at the key to schedule success, historical and repeatable tasks, why schedules fail, how to eliminate the target date tango and build a schedule defense that manages the risks.

Project Levels: So You Think You Know What a Level-4 Project Plan Is?

by Wayne Ragas

Outside of the discipline of cost engineering, the concept of project levels isn’t well documented. That hasn’t stopped the spread of the concept, but without supporting documentation, project managers have been left to make up their own definitions. Let’s question our own creative definitions by exploring some common themes, then look at a best practice to help clear the fog. Finally, we’ll apply what we learn to our own projects and programs.

Estimating Resources

by Kenneth Darter, PMP

If you cannot make a plan to have the right people at the right time, then your project will not succeed. But how do you arrive at that plan with the number of resources? And how do you ensure that the number of people is right, and the start and finish dates are correct? It all starts with estimating.

A Theoretical Approach to Traditional Project Metrics-Bridging the Gap Between Earned Value and Critical Path Project Management

by M.W. Settlemire, PMP

Since work completed from tasks not on the critical path does not affect the completion date of a project, it is important to differentiate tasks that are “critical” from those that are not in order to better monitor and control them. The project performance metric, critical path task index (CPTI), offers a more holistic view in terms of schedule performance for tasks directly related to schedule completion.

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