Performing Cost Control in Construction
byThis article describes construction project cost control techniques without the use of special tools or software…and with the help of organizational process assets (OPAs).
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PM in the Cloud
byIs there any advantage to using Cloud-based project management tools to manage projects? Is it cheaper and more effective? Are the tools more feature-rich? And what about the disadvantages? Here is what some research has revealed…
PMI 2011 Project of the Year: Value Engineering Delivers Renewable Water For $200 Million Below Budget
byA drought-stricken city leverages value engineering to deliver a renewable water supply project a staggering $201 million below budget.
Portfolio Accounting
byOne of the most important roles of PPM is budget management, and financial management is a key skill for portfolio managers. But at the portfolio level it’s not that simple. Here we offer some thoughts on how portfolio-level budgets should be planned and managed.
Portfolio Capacity and Capability Assessment
byHow 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.
Powerful Allies: The Relationship Between Sponsors and Project Managers
byMonetary support is just the beginning of the relationship between sponsors and project managers.
Preparing for the Exam with PMBOK Guide—Fifth Edition (Part 6): Cost Management
byThe latest in the ongoing series of articles helping you get “PMP fit” explores the often avoided Project Cost Management knowledge area. To paraphrase a well-known company, just get at it. When you have read this article and completed your studying, you may well be asking yourself why you were so concerned about it…
Proactive or Reactive Governance?
byWhich governance/compliance model is right for you? Like so many things in project management, there is no one-solution approach to governance. Here we discuss two models.
Procurement Management Done Agile (Part 1)
byThis will be the first in a series of articles that will look to provide the background of issues involved with managing an agile software development project under a traditionally linear and sequential project procurement process. Software development has been deliberately chosen for the example industry since that’s the domain for which agile is most typically used, but for those using agile in other industry domains, the general issues and proposed solution should work equally well within your industry.
Project Constraints on a Journey Toward Being Agile
byEvery project manager is familiar with the project management triangle, comprised of scope, time and cost. Quality, resources and risk are additional factors that must be accounted for to achieve project success. The focus here is to understand how these constraints are still relevant in the age of agile.
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