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As project managers, it’s essential to understand that our project budgets exist in a broader economic reality. Here we explore two vital steps: taking a budget self-assessment, and taking a strategic approach to budget reductions.
Money will always be a significant factor in any project you undertake. Having a good handle on how to build credible budgets is essential to successful project management. These approaches can help.
In most organizations, there are plenty of opportunities to reduce the cost of delivering projects—but it requires an enterprise-wide perspective to identify and address the opportunities.
Seldom do our bosses hear how we project managers prove quantifiable cost savings directly from our efforts. Here’s how one practitioner did so in surprising fashion, with five conclusions to share that can help you prove your worth.
How well do we match our project portfolio ambitions with our ability to deliver? There are some considerations that a project organization should be assessing as it builds its annual budget and business plan.
This article draws on well-known, basic project management concepts to introduce the high-level project management concepts of defined and empirical process control. It also attempts to contrast them and suggest how they might be used by PMPs in practice.
This paper aims to share a strategic perspective on capital allocation and how leveraging this capability, in collaboration with the corporate transformation office or project management office and corporate finance, portfolio managers can successfully steer organizations in pursuing value creation and maximizing shareholder value.
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 operating costs and demand care continues to soar, it has become imperative to minimize financial risk in healthcare design projects. Here are four strategies that emphasize ongoing prioritization, repurposing, and collaborative delivery.
The growth of agile and the increasing pace of all forms of project delivery have meant that the triple constraint is no longer the thing we all have to tattoo on our brains. But it is still important, and it is still heavily misunderstood. If it’s not helping, then it needs to adapt—and a new variable can help.
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