In the second of our three-part series on earned value management, experienced practitioners share some trends, best practices and pitfalls. Plus, profiles of two successful EVM applications in the public and private sector.
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Stakeholder management can be challenging in the best of circumstances. In programs, it can be especially complex...but the secret to success lies in building a strong foundation from the outset.
The failure of a “successful” project came as a shock to an experienced PM. Turns out that managing projects according to the triple constraints alone is not enough.
Your project indicators must go beyond past phases and address readiness for upcoming tasks and activities. This is one of six principles for implementing a project assurance methodology that can help minimize surprises, provide objective analysis, and build trust among team members and stakeholders.
Nuclear technology and project management have a long standing relationship. The River Corridor Closure Project was a finalist for the PMI Project of the Year award in 2015. As a large-scale project that dealt with significant hazards and large budgets successfully, there is much to learn from this project.
Project post-mortems tend to get short shrift in the fast-paced business world. Project managers and teams barely catch their breath before moving on to the next goal. But looking back can be invaluable. In studying myriad details of completed projects, the University of Virginia’s IT program is uncovering common causes of failure, and identifying ways to improve tomorrow’s projects.
“Project manager” does not mean “stakeholder gatekeeper”. The PM always seems to control that relationship, but there is a better way: When the relationship between team members and stakeholders is working, it’s the PM’s responsibility to stay out of the way.
Poor risk management can be fatal to any project. But what happens when properly planning for risk factors really is a matter of life and death? This article examines how the staff at Children's Memorial Hospital in Chicago moved more than 100 critically ill children from an aging facility to the new Ann and Robert H. Lurie Children's Hospital of Chicago.
“Where’s my package?” It’s a question we are all familiar with. Project management in the field of logistics requires broad insight into a true end-to-end process, quality documentation and far-reaching team management skills. How does one manage this process for a customer?
Projects may end when the deliverables are handed over and the closeout activities are completed, but the impact of those projects is felt for a lot longer. Do you consider this element of sustainability as a project manager?