You’ve heard the expression “From little acorns big trees grow.” The same can be said for projects. There’s something compelling about the big project, the huge project, the significant project. There must be because almost everywhere I go, people take little projects and try to make them bigger. It might start innocently enough, the project team brainstorms in the early planning stages and a mind-mapping exercise takes the little project and gives it branches from…
What kind of PMO would you design if it could be any kind at all. What? You’re surprised that there’s more than one PMO? There are many. Here are a few of the most common examples.
Project scheduling is at its most interesting when the schedule is constrained. There are few examples of this better than a shutdown and turnaround schedule in an industrial plant. Everything you know from project management in other contexts applies here too but the project only lasts a few days with hundreds or thousands of workers descending on the plant to do the work in as short a time as possible. Here are some of the areas where shutdown project management is more tightly managed than elsewhere.
HMS has released the latest version of TimeControl, 5.1.2. As usual, the new version has a number of fixes but more interestingly, the version now supports the use of Primavera “Steps” for updating tasks. This project updating feature lets a project manager define a number of sub-activity steps which can be progressed individually. The summary of that progress can be used to update the progress of the task itself. Now TimeControl will transfer any steps…
It’s easy to run a project when everything goes well. What preparation have you made however for when things go awry? We’re told to be ready to recover from a disaster at home but do you apply the same logic to your projects?
In a tough economy there are lots of places you can cut costs. Project Management isn’t a good choice. Here’s why
Thinking about how to manage one project vs. many projects is a very different exercise and it has little to do with the volume of work. How do you manage the conflicting interests of many projects underway simultaenously when you’re responsible for managing a multi-project environment? We discuss this and other multi-project challenges in this article.
It’s everywhere I go. If there is more than one project or one department involved in project management, then Silo management is almost always in place. For those of you who haven’t heard this term before, this is a condition where multiple groups are working within the same organization. They share something in common. Sometimes it’s a project, sometimes it’s resources. Sometimes it’s both. These groups may share common goals but they don’t share much…
Project Management and communications have always gone together and the better a project manager is at communicating, the more successful they’re likely to be. With the plethora of technological assistance for communication now at hand, it’s worthwhile thinking about how to marry collaboration and project management. I take a look at that right here.
We hear often about the solution-sell; making sure that the project management software vendor is committed to deliver a complete solution not just a list of features. If true, that’s a great thing but where is the buyer’s responsibilty in the purchasing process? Here’s a thought on being a “solution buyer”.