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491 items found

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Containing Volatility of Scope

by Suresh Randadath, PMP, TOGAF9

Not managing scope can seriously jeopardize a project, as the scope is the bedrock on which the product or solution is built. Understanding the various reasons for scope expansion in terms of customer- and vendor-induced expansions and how to define a good requirement are important building blocks.

The Tale of Prancer

by Andy Jordan

Rudolph may be more famous, but this year it’s time to celebrate the project managing reindeer: Prancer, PMP®.

The Do's and Don'ts of DFMEA

by Nenad Pesic

Failure mode and effect analysis is one of the first structured techniques of failure analysis. Here we look at general information about FMEA and a closer look at Design FMEA—with defined steps, useful questions and tips, as well as pitfalls to avoid.

Project Momentum Continuity Improvement: Focal Areas to Increase Performance

by Randall Tabor

Every organization has projects to direct necessary change; therefore, every organization can have issues with resistance, distractions and the task minutiae overload that holds back progress. By identifying methods to reduce the impacts of these three areas, we maintain project momentum, reduce delays, mitigate motivation detraction and gain altogether better results.

Effectively Managing Risks During Project Execution

by Saleh Al-Wadei, PMP

Proactively managing risks during the different phases of a project can have a significant impact on the project’s outcome. Explore four key factors that can help alleviate the workload of the project management team and lead to better project results.

Make it So Number One: Why Many Projects' Chance for Success is Doomed and How to Fix It (Japanese Translation)

by Ori Schibi

およそ70万人のPMPが利用するPMBOK®も第5版になり、プロジェクトの成功率を向上させるために万全の準備をしている。しかし…(そしてここに「しかし」が入る)失敗のチャンスはいまだかなり高く(いくつかの理由による)、我々は失敗につながる同じことを続けている。このウェビナーはプロジェクトの失敗の理由を列挙したものではない。これらの失敗の根底にある原因を探求し、プロジェクトの成功記録を改善するための実践的なアイディアを提供するものである。

Agile By Necessity

by Andy Jordan

Agile isn't commonly touted as a risk mitigation or recovery approach in project management, but its principles can clearly benefit initiatives disrupted by unexpected events by making it easier to reprioritize, adjust plans and get back on track.

Relating Project Risk Appetite to Project Management Activities

by John Manfreda, PMP

The alignment of project management activities with project risk appetite can be a powerful tool to help illustrate and communicate the relationship between these two important areas. Adopting a more formal process to frame and document project risk appetite can maximize positive outcomes.

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