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202 items found

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Portfolio Capacity and Capability Assessment

by Paul Bird

How well do we match our project portfolio ambitions with our ability to deliver? There are some considerations that a project organization should be assessing as it builds its annual budget and business plan.

Defined vs. Empirical Process Control: Choosing the Best Approach

by Barry Milteer

This article draws on well-known, basic project management concepts to introduce the high-level project management concepts of defined and empirical process control. It also attempts to contrast them and suggest how they might be used by PMPs in practice.

Capital Allocation Framework—A Strategic Perspective to Value Creation

by Vibhu Sinha

This paper aims to share a strategic perspective on capital allocation and how leveraging this capability, in collaboration with the corporate transformation office or project management office and corporate finance, portfolio managers can successfully steer organizations in pursuing value creation and maximizing shareholder value.

No More Project History Lessons! Adopt a Future Focus Instead

by Paul Bird

The attention paid to recording the recent project past can sometimes sound like a captain reading from a ship’s log—a very boring register that no one will ever want to read again. Instead, focus on the future.

4 Ways to Reduce Costs in Healthcare Design Projects

by Andrea Rufe, Andy Snyder and Molly Wolf

As operating costs and demand care continues to soar, it has become imperative to minimize financial risk in healthcare design projects. Here are four strategies that emphasize ongoing prioritization, repurposing, and collaborative delivery.

The Triple Constraint, 2022 Style

by Andy Jordan

The growth of agile and the increasing pace of all forms of project delivery have meant that the triple constraint is no longer the thing we all have to tattoo on our brains. But it is still important, and it is still heavily misunderstood. If it’s not helping, then it needs to adapt—and a new variable can help.

Topic Teasers Vol. 151: Contracts for a PM Contractor

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

Question: Due to my success as a project manager in the traditional marketplace, I have opened my own business as a contractor for unique projects. I’m having some trouble with the financial side of things. How can I make sure I’m covering my own expenses and profit, while also protecting my customers from feeling uncertain about the cost for my services?

Don’t Replace the Triple Constraint!

by Andy Jordan

Organizations are recognizing that they need to go beyond the traditional metrics of scope, schedule and budget to determine project success—but those metrics still matter as indicators of how effective and efficient a company’s planning approach is.

Back to PM Basics (Part 8): How Much Is This Project Going to Cost, Anyway?!

by Bruce Garrod

In order to build accurate project budgets, a project manager must determine what costs they are responsible for managing as part of the project’s execution. Don't forget these types of costs, estimating techniques and calculations the next time you need to estimate a budget.

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