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233 items found

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The Path to the PMP (Part 5)

by Bruce Garrod

A few articles ago you committed to getting in PMP shape. Every muscle from head (Integrating) to foot (Closing) has been used. It’s time now to start working very specific areas. Up first: Project Scope Management.

Calculating Level of Effort: How Do We Approach It?

by Jiju (Jay) Nair, PMP

Why is LOE as important for a project as other aspects like stakeholder satisfaction, cost overshoot and schedule variance? And are you approaching it the right way?

The Pros and Cons of Consultants

by Michael Wood

What comes to mind when you ponder the possibility of engaging a consultant? Dread or excitement? The high cost or opportunity for growth? Most of us have heard good things and bad things about using consultants, most of which are true.

The Consulting Relationship: A Matter of Trust

by Andy Jordan

Many consulting engagements see frustrated consultants because they are not allowed to do what they feel is needed to maximize the chances of success. Here, we look at how these scenarios can be avoided--something that starts with trust.

The ABCs of Always Beneficial Consultants

by Kenneth Darter, PMP

Consultants can be a helpful resource on a project or they can take up valuable space. Here are some ideas for the best way to deal with consultants and make sure they are beneficial to the project.

Driving a Quick-Glance Status Report

by Kenneth Darter, PMP

Sometimes the project manager needs a report to glance at quickly to see the status of the project. Are you seeing the right information on your dashboard?

The Vendor-Client Conundrum

by Laura Burford

What each vendor and client might think is black and white about their project can actually be gray. Just recognizing and accepting this is a conundrum--and resolving it requires aligning perspectives for the good of the project. Do you have the flexibility to change, collaborate and communicate?

The Four Keys to Task Organization

by Kenneth Darter, PMP

There are hundreds of different methods to organize your never-ending project management “to do” list--and they are not all created equal. Whether the list is a page long or hundreds of rows in a project schedule, you need to have a good and efficient way of organizing your tasks.

Building Your PMO for Fun and Profit

by Andy Jordan

If so many PMOs are seen as lacking in value by both the organization and the PMs that they support, then their days are numbered. So what’s the problem? Here we provide some ways to identify the trouble spots...and how to fix them.

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