Project Management


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Critical Chain & Agile

by Bob Tarne, PMP

The Critical Chain approach to executing projects has been compared to Lean, which also shares common ground with Agile-related techniques such as Kanban. Is there untapped synergy between Critical Chain and Agile methods? A recent conference helped to shine light on their similarities and key differences.

Next Year’s Portfolio

by Abid Mustafa

How many projects is your organization going to deliver next year? “As many as we can” is not a helpful or meaningful answer. In lieu of an established portfolio planning process, there are some techniques that can help a company calculate the number of projects and programs it can realistically handle in the coming year.

The Fog of Earned Value

by Vincent McGevna

Many project managers stop thinking about earned value the day after their PMP exam, but that’s unfortunate because it can be helpful in understanding progress and refining estimates. Here is a fog-free explanation of earned value that might help you apply the technique on your next project.

Is Your Team Ready to Play Ball?

by Ty Kiisel

If and when the NBA owners and locked-out players come to agreement and begin the 2011 season, a rescue project of sorts will begin. And players, managers and support personnel will face the same challenges most project leaders face when getting a late start or falling behind.

Don’t Lose Your Institutional Memory

by William J. Rothwell

A subset of knowledge management, technical succession planning is a process that identifies an organization’s critically important information, who possesses it, and how to pass it on to others if they leave. Here is a seven-step model for implementing a technical succession planning program, and suggestions for overcoming some inevitable barriers.

Do We Have Enough to Get There?

by Glen Alleman

A Performance Measurement Baseline can be used to determine if you have everything you need to complete your project, including money, time and resources. Here is an overview of what it looks like, along with some key related activities and desired outcomes to strengthen its credibility.

How Do We Get There?

by Glen Alleman

A good plan tells you what done looks like on your project; the schedule defines the steps to get there. Here is an approach, grounded in activities and artifacts, that can improve the credibility of your schedule. It measures progress based on accomplishments rather than the passage of time and the consumption of resources.

What Does Done Look Like?

by Glen Alleman

To answer the question, we need more than cost, schedule and requirements. We need a set of capabilities that are agreed upon, and tangible evidence that they have been delivered. In Part 2 of a series, we show how to go about discovering the capabilities needed for project success.

5 Questions PMs Must Ask

by Glen Alleman

There are five immutable principles of project management that must be addressed by project leaders and teams in order to succeed. In this new series, we begin with an overview of these principles before exploring in detail how you can put them to work in a variety of business and technical domains.

Scheduling 101: Credibility

by Jan Birkelbach

In his latest course, an experienced project management trainer makes the case for a durable but resilient schedule model that accounts for requirements, dependencies and uncertainties as fully as possible.

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"The most incomprehensible thing about the universe is that it is comprehensible."

- Albert Einstein