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.
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Accreditation offers periodic self-evaluation, assessment and improvement opportunities for the educational institution. Higher education institutions should handle accreditation projects with utmost care—and use it as a chance to refine their plans to offer the best services for their students and community.
If what we measure prompts change, then we have to be careful what we evaluate so that attention is focused on those things that are most meaningful and important. We are exhorted to “measure what matters” with “key performance indicators"—which often miss the mark.
"We need to guess if we are successful?!” They often get a bad rap, they’re often misunderstood, and executives frequently want to avoid them. But subjective performance measures help when there simply isn’t a way to know whether benefits have been achieved.
It’s easy to be taken in by numbers. But ultimately, metrics are just as fallible as people. The answer is not to adopt a nihilistic view—to give up numbers and data. No, the better way is to boost our data literacy and how we act on metrics.
What does it mean when service was “good” or overall customer experience was “somewhat satisfied”? Adjective-based and numeric-scale assessments are ineffective. So why are they so broadly used? And what can we do about it?
Let’s face it—not too many people want to be measured. However, done right, a scorecard can become a much-appreciated way for project teams to demonstrate how fast, effective and proficient they are in delivering project objectives.
Accreditation is a major quality assurance and compliance project for any higher education institution, serving as a catalyst for establishing internal QA systems and related policies and procedures.
Due to the COVID-19 pandemic, a majority of the quality audits of the hydro-mechanical equipment supplier on one of the largest hydropower projects in Canada were conducted by remote interactions. Follow the guidelines developed for this project to expand remote auditing techniques across your projects and industries.
Modeling should be at the core of project management. So, where have we gone wrong? Did we lose the narrative and accept the arguments that these tasks are outside our active concern scope and leadership abilities? The simple answer is, we have.