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607 items found

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The New Triple Constraint?

by Bruce Garrod

Define the scope. Build a budget. Create a schedule. The legacy triple constraint has served us well. But we need to adjust our thinking with these three new sides to our project management triangle...

Managing Project Uncertainties

by Bart Gerardi

Project leaders must cope with many uncertainties, from requirements to schedules. These uncertainties can’t be removed but they can me managed and often mitigated. Here are some strategies and actions to address risks, reduce ambiguities and retire unknowns.

Choose Your Own Modeling Adventure: 4 Paths to Project Success

by George Freeman, PMP

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.

Where Did Risk Go?!

by Andy Jordan

Risk is being reinvented—and that’s a very good thing. There’s a lot more to project uncertainty than simply identifying, assessing, prioritizing and managing risk. It's time we fully embrace all of the elements of uncertainty.

The Most Important Question New PMs Need To Ask

by Andy Jordan

How do new project managers determine whether issues are something they should worry about or whether they are simply “noise”? In the absence of experience, try this approach.

How To Use Measurement Throughout the Project Lifecycle

by Bruce Harpham

Measurement has always been an essential part of project management success. The discipline has recently achieved even greater prominence as a project performance domain. Use these tips to refresh your measurement skills and increase performance.

Are You Effectively Measuring the Right Success Metrics?

by Michael Wood

As we move away from our focus on knowledge areas, what metrics is your organization using to monitor some of the new performance domains in the latest edition of the PMBOK® Guide? Here are some ways we can measure success.

Risk Acceptance, Not Risk Ignorance

by Andy Jordan

Too often, acceptance of a risk becomes “pseudo-ignorance” because the owner doesn’t review the risk on a regular basis to ensure that nothing significant has changed. But while acceptance is a valid risk management strategy, ignorance isn’t!

Don't Forget Standard Deviation!

by Andy Jordan

Project managers often focus a lot on developing estimates, but sometimes they ignore the most important aspect of those estimates. Let's discuss the importance of standard deviation.

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