In project management, resource leveling is defined by A Guide to the Project Management Body of Knowledge (PMBOK Guide) as "A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply."(1)
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Fast Tracking and Crashing are used when the project is late and there is a need to bring it back on track, or when you need to shorten the duration of the project.
What is Integrated Project Delivery ?
Emotional Intelligence is very important in Project Management. It will help us to improve communications and relationships with our stakeholders and thus increase motivation and productivity.
The attitude of the project manager plays a pivotal role on any project as it will affect the communication with the team and the client as well.
Some managers spend too much time finding other team members to blame in order not to put themselves on the line. Blaming someone else might sound great to many but they will end up with no one else to blame except themselves because by blaming others, you give up your power to grow and change.
What is an Executive Summary Report?
The Resource-Critical Path is a technique to find why the end date of a resource-constrained, workload-leveled project is what it is. The technique differs from the Critical Path technique because the Resource-Critical Path incorporates not only the logical dependencies but also resource dependencies. A resource dependency is when an activity (B) o...
The 1%-10% Rule is used to determine the proper level of detail while breaking down the work of a project. The rule states that the lowest level of activities in the WBS of a project should have a duration no less than 1% of the project duration and not more than 10% of the project duration.
One of Merriam-Webster’s definitions of nag is “to annoy (someone) with repeated questions, requests, or orders.” Nagging can become an art form in project management - striking the right level of annoyance is critical; you want to encourage action, but not significant frustration or avoidance. Project managers frequently have to find a unique and subtle balance with many different project participants, so having a number of different approaches in your skillset is advantageous. Being able to nag effectively, by varying approach and using humor, can have a big impact on project outcomes.