The work breakdown structure is fundamental to project execution. When we expend insufficient time and develop inadequate detail on the WBS, the project will yield poor results and we can expect to see last-minute identification of critical elements. Here we look in greater detail at this essential tool.
Like project managers, weather forecasters predict, or forecast, what will happen in the future. But they have an advantage over most PMs when it comes to estimating future uncertainties. Weather forecasters forecast the future more than they predict the future, and forecasts are superior to predictions for aligning stakeholder expectations and improving stakeholder decision making.
There is one aspect of project management where it's rare to find any consistency at all within PMOs: project financials. Let’s look at some of the different options and see if we can figure out some models that might work effectively.
What is a PM to do when confronted with an organizational culture that places little emphasis on structured project management principles? In Part 2 of this series, we’ll examine a simpler approach for introducing structured PM techniques into an organization with one-page project plans.
Recently, concerns have surfaced regarding the viability of the remaining three months of your project. Management wants quantitative evidence that it will finish successfully and on time. You need to act and act now. Before hitting the panic button, rely on these proven techniques to help achieve success.
Have you ever wondered why projects at work often run late while wedding projects—with all their intricate logistics, high stakes, and emotional intensity—always come off without a hitch? What can we learn from these personal projects?
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"Always carry a flagon of whiskey in case of snakebite and furthermore always carry a small snake." - W. C. Fields |
