Project Management


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Time Is A Crook

by Stephen Devaux

In part three of our Managing Project Value series, a consideration of the five key ways a project’s duration can affect ROI leads naturally into a simplified formula for tracking your initiative’s most important metric of all — profitability — from start to finish.

Lessons In The Rearview Mirror

by Karen Klein

Project post-mortems tend to get short shrift in the fast-paced business world. Project managers and teams barely catch their breath before moving on to the next goal. But looking back can be invaluable. In studying myriad details of completed projects, the University of Virginia’s IT program is uncovering common causes of failure, and identifying ways to improve tomorrow’s projects.

The Value-Abled Project

by Stephen Devaux

Only by managing and demonstrating project value can we truly justify adding resources, changing scope or moving deadlines. In a new series, Steven Devaux describes how project managers and organizations can break out of the time-budget mindset to better focus on the most important part of any initiative — the return on value.

Improve Your Status

by James T. Brown, PMP

Some view project status as a necessary evil; done poorly, it is. But many successful project leaders use the status process to add value to their efforts, including better communication with management, team members and customers. Here are some proven ground rules for preparing and presenting effective status reports.

(L)earned Value

by Janis Rizzuto

In the second of our three-part series on earned value management, experienced practitioners share some trends, best practices and pitfalls. Plus, profiles of two successful EVM applications in the public and private sector.

Hard Earned Value

by Janis Rizzuto

In the first of a three-part series on earned value management, a survey of government IT shops shows the performance-tracking methodology is much-admired, but scarcely applied. Lack of knowledge, training and, perplexingly, senior management interest are the foremost challenges.

Gather Trust, Then Requirements

by Elizabeth Larson Rich Larson

One of the most difficult phases in project management is gathering business requirements. Many stakeholders simply don't know how to articulate what they want, or why they want it. Project managers who build trust will get better results.

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My one regret in life is that I am not someone else.

- Woody Allen