A Century of Scientific Management
Did you know Project Management is having a birthday? Well, sort of a birthday. It was 100 years ago, in […]
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Monitoring and Controlling
What are some of the main causes behind estimating errors?
What are some of the main causes behind estimating errors? And what specific steps can project managers can take to increase the accuracy of estimations?
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Watch Out of the Corner of Your Ear
A lot goes on around me as I’m working on any project and I’ve learned is to pay attention to
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It’s Never Been Easier To Stay Close To Your Customers
If you are managing a project to deliver a new product or service, you’ll be making lots of decisions. If
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Stakeholder Management Tools
Nope. There’s just no way around it. You are going to have to work with people. Even if you are
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Contingency Plan – Focusing on Business Value
Last time, I talked about status reporting, which is commonly required but whose power as a multitool is often overlooked.
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The Project Manager’s Multitool: The Status Report
Status reports (or whatever your particular methodological school calls them) are frequently maligned – c.f. “TPS Reports” in the movie
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Simple Tools, Advanced Users
When you first start out as a professional project manager, you typically have had some informal project management experience as
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Done or Done Done?
A common culprit behind schedule slips is adding up estimates for building subunits and not accounting for verification and integration.
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Perfecting versus perfection.
We’ve all heard the groan: “We have an aggressive schedule to meet.” The fact is, it’s not the “schedule” timeline that is aggressive; rather, it’s what we choose to fit into it. Adopting an attitude of progress refinement (perfecting over perfection) with the confidence percentage strategy helps reduce this tension between promised and actually delivered tasks.
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Chop Chop, Hurry Up and Create!
How do you schedule innovation? A common conflict, even in a well planned and organized environment is marketing’s request for
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