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Si no se mide lo que se hace, no se puede controlar y si no se puede controlar, no se puede dirigir y si no se puede dirigir no se puede mejorar, No tienes un norte definido en donde se posiblemente se comenten errores, lo cual se traduce en perdida de dinero, tiempo y en lo más importante en un cliente insatisfecho.
While there are many governance data points that can be gathered and analyzed to help make go/no-go decisions, there are three in this writer's experience that stand out as being the most important.
Managing while creating reserves is both a habit and an art. To prevent potential problems, it helps to follow five useful principles.
This article shares the challenges a PM experienced while managing the construction of a 5-star hotel on the Caribbean island of Grenada during the pandemic—and how he navigated through change management to stay on track.
Project managers excel at managing the project schedule, but many of us are not accustomed to revisiting the original premise of a project. There are four very simple and practical “perception” risk mitigation techniques that PMs and teams can implement.
Changing the plan? Then plan the change! Change management is not about minimizing impact on the project team; it’s about maximizing benefits to the organization.
Why are project managers afraid to stop projects? So often after being assigned to a project, project managers try to run before they walk. This is especially common when the project is already in progress. You can quickly get caught up in the momentum of work and forget to question whether the work is justified. If this is truly the case, shouldn’t more projects be stopped? What if it means losing your job?
Once we share a ballpark estimation, there will be a follow-up question: “How did you get these numbers?” Then we need justification. Is there any easy and simple way to get this done? Yes! Use this article in conjunction with the Project Estimation Calculator template.
Sometimes the temptation to work on an exciting project—and other times the pressure from the business executives to get the business—leads to agreement on unrealistic expectations. This article discusses the mistake of agreeing to unrealistic timelines and suggests a few ways on how this can be avoided—and the project kept under reasonable control.
The Olympic rings are five intertwined circles that represent the elaborate and complex Games. Similarly, project managers can bring five rings of discipline together to manage very complex projects. Each of these rings builds upon the other--and they give the project manager a taxonomy by which to manage Olympian efforts
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"He may look like an idiot and talk like an idiot, but don't let that fool you. He really is an idiot." - Groucho Marx |
