The goal of this article is to encourage project managers to participate in an academic survey to help determine if an organization is ready to apply earned value management to its projects. If you are interested in learning more about EVM--and providing input into an assessment tool to help determine if an organization is ready to apply earned value--please read on!
The ezEVA template is an effective tool to track and manage project health throughout a project. The historical tracking allows project managers to determine past and future performance trends. The metrics provide additional performance and cost indicators that provide a better assessment of project health.
How can managing an organization's program and project portfolio be accomplished? The answer awaits as our look at Stanford University's Advanced Project Management program continues.
Here we provide some tactical tips to ensure your PPM solution is a successful one that is used frequently and provides data for good decision making.
Can't use earned value because your cost data is confidential? Or because the actual costs are not accurate or itemized enough? No problem! Simply use the time assignments and completion percentages for project status and forecasting.
Einstein thought problems were more important than solutions and he preferred blackboards to business cases. Yet many cases read like a solution looking for a problem. John Finneran argues business cases should be built around the simple, fundamental technique of stating a problem and answering a question.
Despite their high failure rate, PMOs have the potential to deliver numerous benefits to the enterprise. Unfortunately, many PMOs fail. So what can executive leadership do to ensure success?
As portfolio management becomes an increasingly important organizational approach to project delivery, new risk management skills are required. Here we look specifically at the role risk plays in project selection and portfolio definition.
Establishing a project management community of practice requires a modest amount of effort, but if you follow these steps, you’ll have your first community of practice meeting within a few weeks.
"I don't know yet what I want, but I expect you to tell when I'll have it and how much will it cost!" A common problem each project manager faces is providing effort and duration estimates based on unclear or high-level requirements. We can provide a best guess, padded because it will surely be trimmed down. Or we can provide a response that will make the executive understand the need for more details, without saying so. This article shows a simple way to do so.
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"If you can't be a good example, then you'll just have to be a horrible warning." - Catherine Aird |
