We're often given an end date and have to work backward to derive when an initiative should start (or should have started). But what about when a project manager is able to provide a start date? That's where the work-forward timebox model can help!
Do you ever play “Bring Me a Rock”? That’s when the manager wants the PM or the people doing the work to reduce their estimate durations. This hurts everyone-—and can lead to watermelon status reports.
Having something that enables a project manager to rough-cut an initiative using some standards can be helpful in providing a lens on whether a date is even remotely achievable. This is where the work-back timebox model comes in.
The attention paid to recording the recent project past can sometimes sound like a captain reading from a ship’s log—a very boring register that no one will ever want to read again. Instead, focus on the future.
As people take time off for the year-end holidays, team capacity fluctuates and planning is a challenge. Here are four options to make the best use of the time and people available, while trying not to create more stress and frustration.
It can be tempting to fill up your strategic planning "bag" using all available information and resources. But doing so can cause problems as the plan progresses. Sometimes leaving some things out of the initial plan is better down the road.
What do painting rooms, installing flooring and spreading top soil have to do with project management? The steps can help teach us important lessons about the basic relationship between sequential work packages—along with the use of lags and leads.
How do we differentiate between effort and duration? What estimating techniques can we use to determine how long work will take to complete? As we continue to build a foundation of project management knowledge, we explore this crucial aspect of project plans.