(L)earned Value
byIn the second of our three-part series on earned value management, experienced practitioners share some trends, best practices and pitfalls. Plus, profiles of two successful EVM applications in the public and private sector.
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Las Reglas no Escritas de los Proyectos
byEn cada organización existen reglas no escritas del juego por ende los proyectos se amoldan a las mismas. Pero las reglas no escritas no son buenas o malas. Sencillamente son apropiadas o inapropiadas, según lo que la organización este tratando de lograr y los verdaderos problemas se presentan cuando aquellas se refuerzan entre sí en modos que nadie identifica.
Laying the Foundation for Effective Program Stakeholder Management
byStakeholder management can be challenging in the best of circumstances. In programs, it can be especially complex...but the secret to success lies in building a strong foundation from the outset.
Leading Beyond the Iron Triangle
byThe failure of a “successful” project came as a shock to an experienced PM. Turns out that managing projects according to the triple constraints alone is not enough.
Leading Beyond the Iron Triangle (Japanese Translation)
by「成功した」プロジェクトの失敗は、経験豊かなPMにショックを与えました。 トリプル制約だけでプロジェクトを管理するだけでは不十分であることが分かります。
Less Wishing, More Assurance
byYour project indicators must go beyond past phases and address readiness for upcoming tasks and activities. This is one of six principles for implementing a project assurance methodology that can help minimize surprises, provide objective analysis, and build trust among team members and stakeholders.
Lessons from a Successful Nuclear Project
byNuclear technology and project management have a long standing relationship. The River Corridor Closure Project was a finalist for the PMI Project of the Year award in 2015. As a large-scale project that dealt with significant hazards and large budgets successfully, there is much to learn from this project.
Lessons In The Rearview Mirror
byProject post-mortems tend to get short shrift in the fast-paced business world. Project managers and teams barely catch their breath before moving on to the next goal. But looking back can be invaluable. In studying myriad details of completed projects, the University of Virginia’s IT program is uncovering common causes of failure, and identifying ways to improve tomorrow’s projects.
Letting Go of Stakeholder Control
by“Project manager” does not mean “stakeholder gatekeeper”. The PM always seems to control that relationship, but there is a better way: When the relationship between team members and stakeholders is working, it’s the PM’s responsibility to stay out of the way.
Life Or Death: Risk Management in Health Care
byPoor risk management can be fatal to any project. But what happens when properly planning for risk factors really is a matter of life and death? This article examines how the staff at Children's Memorial Hospital in Chicago moved more than 100 critically ill children from an aging facility to the new Ann and Robert H. Lurie Children's Hospital of Chicago.
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"The only thing to do with good advice is pass it on; it is never of any use to oneself." - Oscar Wilde |
