Most relief and rehabilitation work following earthquakes begins as projects. The application of project management principles in these projects helps channelize the work into a systematic and coordinated effort having maximized output and expeditious delivery. This article discusses telecommunication restoration projects in earthquake-affected areas.
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Ask most project mangers whether they use configuration management, or even what it is, and you'll most likely get a blank stare in return. How does CM actually contribute to change control? What value does CM add that would make a project manager want to use it? Should CM be used for all sizes and types of projects?
This paper is a "lessons learned" from a successful certification of organizational project management practices to the ISO 9001:2000 quality management standard in 2007. It provides an impression of the challenges and approaches taken to achieve certification to the standard.
The author presents the three critical factors to a project manager’s career development, (1) Belief, (2) Strategic Commitment, and (3) Reputation. Focusing on these can help ensure that career development is managed as well as projects.
The author recently had an opportunity to switch into a technical project manager role after being a business project manager for over 12 years. She traces her 18-month journey to learn what skills are easily portable and which ones needed refining or, worst case, acquiring. She focused on two main areas: communications and teamwork.
In a customer-service provider relationship, there is a great deal that the service provider can do to make the relationship productive and vibrant from a project management perspective. Dedication to understanding the customer is key. This means understanding not only the customer's needs, but also the customer himself or herself. Understanding the customer requires thinking about what a requirement means to the customer. And requirements might not mean the same thing to the customer as it does to the project manager.
This article focuses on an easy-to-use implementation of earned value management (EVM) and, specifically, cost performance index and estimation at completion - Cost side by side with the Critical Chain Method. The EVM implementation gives a comprehensive answer for budget management and budget report requested by the project sponsor.
We've all been there. The customer or the calendar demands a quicker than planned completion to the project. Should you consider fast tracking to compress the schedule? Can you fast track, without backtracking through new costs or delays?
This document defines five factors-or "secrets"-which, when consistently implemented together, result in project schedules that are more likely to be used and maintained throughout the life of a project. A project schedule that is followed and maintained throughout a project can provide early identification of potential schedule slippage, project risks and other issues.
This paper explores the concept of green project management (GPM) and how project managers can tackle this emerging concern. It also describes an approach to GPM using processes discussed in the PMBOK® Guide as well as tools and techniques defined within ISO standard 14000. The findings will show that by integrating the workflows and data exchange points of these two frameworks, a project manager can greatly expand his or her ability to execute GPM responsibly and effectively.