Every project manager is familiar with the project management triangle, comprised of scope, time and cost. Quality, resources and risk are additional factors that must be accounted for to achieve project success. The focus here is to understand how these constraints are still relevant in the age of agile.
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In order to maintain the same level of service to citizens, federal and state agencies need to increase efficiency by applying innovative techniques such as the return on investment methodology. This article aims to provide an introduction to ROI methodology and provides an example of how the public sector can make its processes more effective by applying it.
In business, disputes happen. They are an unfortunate, but inevitable, consequence of the financial interests of the supplier and the customer. What happens when we, as project managers, are faced with a customer who says they are not happy, who refuses to pay or who threatens legal action? What steps can we take to address this challenge?
Companies have embraced agile over waterfall for managing projects. But for all the hoopla around Scrum and sprints, one area of the business has resisted agile because it means it must change the way it operates.
Are you armed with an accurate budget? This article aims to highlight the main principles of budget estimates for projects, looking at basic principles to help you stay on target.
When you think of the leaders who look at your status reports as users, the look and feel of the report you use may be inadequate. Give leaders the information they need in a compelling manner by using design thinking to make improvements in how information is presented.
Project-status reporting is intended to enable decision makers to make informed decisions that will increase the chances of achieving a favorable outcome. The process of establishing an effective and proactive reporting system that ensures engagement of the project executive team is discussed here.
While there are many governance data points that can be gathered and analyzed to help make go/no-go decisions, there are three in this writer's experience that stand out as being the most important.
It can sometimes get lost that there are a great number of projects initiated every day that will never have a formal budget associated to them. It is important that PMs and management not lose sight that even internal projects can benefit from the rigor of cost management processes and EVM principles.