The Olympic rings are five intertwined circles that represent the elaborate and complex Games. Similarly, project managers can bring five rings of discipline together to manage very complex projects. Each of these rings builds upon the other--and they give the project manager a taxonomy by which to manage Olympian efforts
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Are you putting your PMO in the position to make the right decisions every time? While the PMO has many functions, one of the most important is to facilitate decision-making--either by senior project stakeholders or within their own teams as escalation points for project managers. In this article, we look at how to ensure that we are as effective as possible in that process.
How well do mega-projects get managed in comparison with normal projects? Given the size, the scale, the visibility and the sensitivity of these projects, would it be reasonable to assume that they are managed more formally and more effectively than “normal” projects? Reasonable: possibly. Correct: sadly, no.
"Big" is somewhat defined in the eyes of the beholder. Beyond sheer size and mass, what makes big projects so daunting? Certainly as a project grows in size and scope, a number of things increase along with it--each adding complexity and risk to the effort. While there is no foolproof way to eliminate the risks associated to big projects, there are some things you can do to reduce those risks.
Large swings in global financial markets have become a regular occurrence; some of the strongest economies have turned volatile, and political instability is a growing concern in many countries. This article discusses how project managers can address estimating pitfalls. It overviews today's changing business environment and how it is taking a toll on the project estimating process. The construction of a high-speed rail network in California, USA, whose cost soared to twice as much as previously estimated, is provided as an example. In addition, the article lists four tips for project managers who manage estimates throughout the project life cycle. A case study focusing on the project estimates to fix a key dam in Iraq accompanies the article.
Recently, concerns have surfaced regarding the viability of the remaining three months of your project. Management wants quantitative evidence that it will finish successfully and on time. You need to act and act now. Before hitting the panic button, rely on these proven techniques to help achieve success.
You're leading the team to deliver...what more do they want?! This article highlights a few, simple best practices that--if introduced at the beginning of your project--might help you easily control costs along the way.
Why are project managers afraid to stop projects? So often after being assigned to a project, project managers try to run before they walk. This is especially common when the project is already in progress. You can quickly get caught up in the momentum of work and forget to question whether the work is justified. If this is truly the case, shouldn’t more projects be stopped? What if it means losing your job?
Name the season and name the reason, but many firms schedule shutdowns of their facilities and staff during certain periods as a means to put a temporary stop in operations to control costs. But there are many in the workforce who prefer to exercise their own individual control over these down times in order to keep their industry active, carry on their work and remain effective contributors.
Rather than being half empty, maybe the glass is actually half full. One writer argues that the opportunities for project management to make inroads in an organization are actually better now than they have been for many years. Let’s look at some different scenarios.