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49 items found

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Taking the Next Bite

by Kenneth Darter, PMP

Projects are not completed all at once in a day or even a week—most projects are large endeavors that take months or even years. How do you take on a project like that? One bite at a time.

Taking the Work Out of WBS

by Geoff Choo

Making and maintaining a WBS diagram doesn't always have to be that difficult. Learn how the WBS Chart Pro software can make your project planning life much simpler.

Task Duration Estimation: A Simple Solution

by Kevin Moorman

You can use a simple spreadsheet to make a reasonable best guess of the likely duration of a given task. This explanation of three-point estimates and simple triangle probability distribution—along with its accompanying Microsoft Excel spreadsheet—can be used to conduct a Monte Carlo simulation.

Task Trouble

by Michael Ayres

Sometimes, unnecessarily detailed project work activity breakdown is not just unnecessary, but is bad practice. Learn how to just “get milk” when that's all you need to track at the overall project level.

The ABCs of Always Beneficial Consultants

by Kenneth Darter, PMP

Consultants can be a helpful resource on a project or they can take up valuable space. Here are some ideas for the best way to deal with consultants and make sure they are beneficial to the project.

The Advantages of Probabilistic Estimates

by William Davis

Sharing probabilistic estimates with stakeholders is one of the best ways a project manager can align expectations and foster sound decision making by sponsors and other executives...even on an agile team.

The Agile Schedule

by Ken Whitaker

Need help scheduling agile delivery dates? We’ll examine a pragmatic way to derive a schedule (and subsequently a project cost) for a process framework that is inherently flexible--but one that still must plan for a release date. The approach covered will hopefully satisfy both your management and your team’s desire for practical schedule planning.

The Art of the Estimate

by Stacy King

Early on in the career of a project manager, there are things known, things that are unknown and things that he or she doesn’t know they don’t know. And therein lies the dilemma of estimating. There is no perfect estimate, and this is where the foundational techniques of estimating bridge the existing estimating gap that exists between senior leadership and the project manager.

The Bridge to Somewhere

by Mike Donoghue

In a world where there are many big challenges and all sorts of grand designs, there are massive projects taking place everywhere we look. What can a bridge halfway around the world teach us?

The Consulting Relationship: A Matter of Trust

by Andy Jordan

Many consulting engagements see frustrated consultants because they are not allowed to do what they feel is needed to maximize the chances of success. Here, we look at how these scenarios can be avoided--something that starts with trust.

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