If you cannot make a plan to have the right people at the right time, then your project will not succeed. But how do you arrive at that plan with the number of resources? And how do you ensure that the number of people is right, and the start and finish dates are correct? It all starts with estimating.
252 items found
A Theoretical Approach to Traditional Project Metrics-Bridging the Gap Between Earned Value and Critical Path Project Managementby
Since work completed from tasks not on the critical path does not affect the completion date of a project, it is important to differentiate tasks that are “critical” from those that are not in order to better monitor and control them. The project performance metric, critical path task index (CPTI), offers a more holistic view in terms of schedule performance for tasks directly related to schedule completion.
Keys for Agile Co-Evolution of the WBS and Schedule Network: The "Schedule Network 100 Percent" Rule and the "Add and Prune Dependencies" Algorithmby
The pressure for greater agility in project management approaches increases the challenge of achieving coherence between the WBS and the schedule network. This article elaborates on best practices where the goal of full coherence between the WBS and schedule network can be taken for granted and maintained without effort by the project planner.
|A.||When a person consistently does not finish as planned, there is a problem with team estimates. Hold a full team meeting to see what can be done to create more realistic estimates in the future by all team members.|
|B.||You have an employee who obviously has no regard for the other members of the team. Put him on report, and if he misses even one additional deadline, either fire him or ask to have him removed from your team, depending on your power.|
|C.||This person must be doing an acceptable job when he finishes; the issue is just with his estimating skills. Track his work and find a multiplying factor to use when adding his activities to the Work Breakdown Structure.|
|D.||This employee seems to have a communication issue. He cannot clearly state how long it will take him to finish an activity he estimated himself, and he is not communicating to you when he will be late. See if Human Resources has a training class to help him become more articulate.|
Project managers have the daunting task of being able to predict project progress--and then ensuring that what is planned and projected is what is achieved. Rarely does planned schedule and actual progress match, unless unwanted buffer is factored in. Of course, that has its own disadvantages, and leaner projects mean better efficiency. Would viewing the project activities using a separate set of filters provide a better understanding?
Early on in the career of a project manager, there are things known, things that are unknown and things that he or she doesn’t know they don’t know. And therein lies the dilemma of estimating. There is no perfect estimate, and this is where the foundational techniques of estimating bridge the existing estimating gap that exists between senior leadership and the project manager.
Effective Use of Kanban for Monitoring and Controlling Low-Complexity Projects in a High-Volume Project Environmentby
Kanban is an effective tool for monitoring and controlling high-volume/low-complexity projects when the goal is to increase throughput, limit work in process (WIP), and measure flow in project environments. Implementation of this approach has the ability to reduce the project management team’s level of effort while optimizing resource utilization.
Dividing your project into smaller parts that are more controllable helps you move closer to your ultimate goal: successfully achieving your project deliverables and high user satisfaction. Follow these seven tips to gain more direct control over your project.
The amount of work we take on is just as important as the projects that we select. Taking on too many projects at the same time often results in cascading and systemic project failures and leads to a multitude of organizational and stakeholder dysfunctions. This article discusses some of the pitfalls of taking on too much work and offers a simple, yet elegant, solution.
Large infrastructure project teams continuously struggle to manage several issues posed by the volatile environment of projects. It's time to develop a holistic and dynamic project planning and monitoring tool for the effective management of ever-changing project requirements and environments.