Project Management

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142 items found

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Scheduling 2015: Scenario-Based Program Scheduling

by Naveen Kondamudi
June 17, 2015 | 60:40 | Views: 242 | PDUs: 1.00 | Rating: 3.94 / 5

The paper outlines the key concepts of scenario based program planning through first hand experiences on how programs are managed across Auto, Aero industries. This approach helps to effective and quick decisions minimizing cost and schedule slippage.

Scheduling 2015: Schedule Risk Management in Peruvian Hydrocarbons E&P Mega Projects

by Joan Valiente
June 17, 2015 | 58:29 | Views: 154 | PDUs: 1.00 | Rating: 4.12 / 5

In today’s world, the large projects in Hydrocarbons Projects in Peru, require shorter deadlines and more aggressive schedules. In recent years, it has become a priority to perform risk management to the schedule in order to reduce uncertainty and improve the chances to get deadline.

Scheduling 2015: Streamlining Scheduling and Quantitative Risk Analysis

by Wesley Gillette
June 17, 2015 | 61:40 | Views: 349 | PDUs: 1.00 | Rating: 4.32 / 5

Historically scheduling and risk analysis were separate processes with separate tools leading to schedule and data integrity issues and unnecessary complexity for the scheduler and risk analyst. Streamlining and integrating these processes leads to fewer issues and less complexity for the scheduler and risk analyst.

Scheduling 2015: The Importance of Scheduling for Programs and Portfolios

by Kristy Tan Neckowicz
June 17, 2015 | 60:35 | Views: 237 | PDUs: 1.00 | Rating: 4.03 / 5

Scheduling is an important part of project planning and execution, but what's not commonly acknowledged is the importance of scheduling at the program level. Kristy will share real examples and lessons learned about scheduling, dependencies, and critical path at the program and portfolio level.

Scheduling 2016 Case Study: Use of Risk Techniques and Graphical Planning Method (GPM) to Identify Probable Completion of a $1B+ Project

by Bruce Stephan
March 30, 2016 | 60:01 | Views: 1,729 | PDUs: 1.00 | Rating: 4.19 / 5

his case study shares how a major transit agency approached how to plan acceleration on an extremely complex $1 Billion+ design-build contract that had consumed the entire time contingency early on in construction with 3 years’ worth of work still remaining. It explains the unique approach they took to better analyze, understand, and plan to mitigate known delays and future risks on the contract.

Scheduling 2016 Keynote Address: The Past and Future of CPM Scheduling

by Dan Patterson
March 30, 2016 | 60:19 | Views: 1,244 | PDUs: 1.00 | Rating: 4.17 / 5

An in-depth look at where our industry is progressing with regards to emerging techniques to better help us plan and track large Capex projects. This will touch on both core CPM scheduling as well as earned value, risk management, 4D planning and more. This thought provoking session will introduce "project Intelligence” - ensuring projects are run as businesses successfully achieving corporate objectives.

Scheduling 2016: The Value and Approach to Operational Efficiency Evaluations

by Chris Carson
March 30, 2016 | 59:25 | Views: 1,605 | PDUs: 1.00 | Rating: 3.98 / 5

Operational Efficiencies are vital for corporate profitability and meeting goals. Efficiency evaluations are the best way to approach operational efficiency improvements while aligning with the corporate goals of the facility. This approach reviews processes from construction management to work order life cycle, evaluating and benchmarking the various processes.

Scheduling 2016: The Value of Failure

by John Riopel
March 30, 2016 | 58:24 | Views: 1,177 | PDUs: 1.00 | Rating: 3.91 / 5

Even the best Project Managers/Business Analysts know that there are far too many outside influences to prevent the occasional failed project. Many projects have failed badly and become very costly to the organizations concerned but was it the PM/BA? A Project Management Systems (PMS) is expected to help project managers and the team members to manage their projects more effectively and reduce the risks of failure, does it really? Does the PM / BA use the unsuccessful project as a valuable learning opportunity to investigate, document, and share the reasons for the unfortunate event?


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