This article describes construction project cost control techniques without the use of special tools or software…and with the help of organizational process assets (OPAs).
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Is there any advantage to using Cloud-based project management tools to manage projects? Is it cheaper and more effective? Are the tools more feature-rich? And what about the disadvantages? Here is what some research has revealed…
PMI 2011 Project of the Year: Value Engineering Delivers Renewable Water For $200 Million Below Budgetby
A drought-stricken city leverages value engineering to deliver a renewable water supply project a staggering $201 million below budget.
One of the most important roles of PPM is budget management, and financial management is a key skill for portfolio managers. But at the portfolio level it’s not that simple. Here we offer some thoughts on how portfolio-level budgets should be planned and managed.
Monetary support is just the beginning of the relationship between sponsors and project managers.
The latest in the ongoing series of articles helping you get “PMP fit” explores the often avoided Project Cost Management knowledge area. To paraphrase a well-known company, just get at it. When you have read this article and completed your studying, you may well be asking yourself why you were so concerned about it…
Which governance/compliance model is right for you? Like so many things in project management, there is no one-solution approach to governance. Here we discuss two models.
This will be the first in a series of articles that will look to provide the background of issues involved with managing an agile software development project under a traditionally linear and sequential project procurement process. Software development has been deliberately chosen for the example industry since that’s the domain for which agile is most typically used, but for those using agile in other industry domains, the general issues and proposed solution should work equally well within your industry.
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.
You are reasonably satisfied with the result of your project—to the best of your knowledge, it is achieving what it was intended to do, within planned schedule and cost goals. You have diligently kept track of your requisitions, and your project cost spreadsheet is updated and current. However, at this point, you receive a call from the accounting group saying that you are radically over budget. In all probability, you are working in a "non-projecticized" environment. In this type of environment, the systems and culture often do not adequately support project cost control. What do you do?