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248 items found

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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.

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.

How To Use Measurement Throughout the Project Lifecycle

by Bruce Harpham

Measurement has always been an essential part of project management success. The discipline has recently achieved even greater prominence as a project performance domain. Use these tips to refresh your measurement skills and increase performance.

Are You Effectively Measuring the Right Success Metrics?

by Michael Wood

As we move away from our focus on knowledge areas, what metrics is your organization using to monitor some of the new performance domains in the latest edition of the PMBOK® Guide? Here are some ways we can measure success.

Project Scope Creep: How To Take Control and Get Back on Track

by Karine O'Donnell

Scope creep is one of the greatest challenges you’ll face in delivering a successful project. In this article, we look at what scope creep is, why it happens, how to get a project that’s experiencing scope creep back on track, and how to prevent scope creep in the first place.

Back to PM Basics (Part 5): All Project Plans Aren't the Same

by Bruce Garrod

Too often, organizations start project work instead of developing a plan. This has to stop! Kicking off a project can be an overwhelming feeling for individuals new to project management (and for a lot of us experienced PMs, too). Keep these tips on planning and scope in mind to help ease your stress.

Not Every Problem Can Be Solved

by Andy Jordan

Just because the project business case or charter says a project has to be delivered within certain parameters, that doesn’t mean it’s possible.

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