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30 items found

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Want More Innovation? Manage For Change

by Johanna Rothman

Instead of change management, what if your team and your managers could manage for change? How different would your team, project and organization be if you optimized for change?

WBS: A Building Block of Sound Project Management

by Jon Quigley, Kim H. Pries

The work breakdown structure is fundamental to project execution. When we expend insufficient time and develop inadequate detail on the WBS, the project will yield poor results and we can expect to see last-minute identification of critical elements. Here we look in greater detail at this essential tool.

We Are All Risk Managers

by David Hillson

Making a single person responsible for managing risk on a project is a major risk in itself. The fact is, wherever there are project objectives there are risks that might affect them. And the best person to identify and manage a particular risk is the one who owns the objective that could be affected.

Weather Forecasters: Terrific Project Managers

by William Davis

Like project managers, weather forecasters predict, or forecast, what will happen in the future. But they have an advantage over most PMs when it comes to estimating future uncertainties. Weather forecasters forecast the future more than they predict the future, and forecasts are superior to predictions for aligning stakeholder expectations and improving stakeholder decision making.

What Brexit Might Mean for Your Projects

by Elizabeth Harrin

Britain leaves the European Union in March 2019. Such a short sentence, such large ramifications! Is your business ready for what this means for projects? Find out what you should be considering now in this article.

What Do You Have in Reserve?

by Andy Jordan

Management reserves address the fact that not all project risks can be identified up front — the “unknown unknowns.” Many organizations fail to recognize the need for these reserves, and many more set them arbitrarily. But ignoring the importance of reserves is a risk in itself, and guessing how much to allocate for them is just bad management.

What Do Your PMs Think of Your PMO?

by Andy Jordan

What is your PMO’s reputation among the PMs it serves? There could be a lot of distrust. Through experience, one manager discovered some potential problem areas that you may want to look at in your own organization.

What Everything in Your Project Depends On

by Kenneth Darter, PMP

In executing a project, it is up to the project manager and the stakeholders to make sure there is a solid foundation under the project team so that they can be successful.

What Is Your Biggest Risk?

by David Hillson

Beyond probability and impact, there are several other important characteristics of risks that project and portfolio management leaders can use to more instructively answer this seemingly simple but all-important question.

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