OK! Now I’ve got your attention, I’m not really saying we should drop the idea of quality in project management, I’m just saying we should look at it in a different way. Take the ‘triple constraint’ for example. Its creation is usually attributed to Dr. Martin Barnes and the basic idea is that you can’t […]
Time to drop quality from project management Read More »
Some years ago, I was working in a company that manufactures and installs marine power plants around the world. One of their typical projects lasted for 4 to 5 years and contained many sub-projects which in themselves had a value of millions of dollars. The sub-projects were further broken down into work packages and then
The human side of earned value management Read More »
or ‘The answer to risk management that isn’t working is not more risk management’ I was invited into the office of a Director of a large, regulated infrastructure business. In the UK, companies regulated in this way are obliged to invest in the country’s infrastructure. The target amount of investment is agreed with the regulator
The human side of risk management Read More »
Everyone talks about motivation, work-life balance and developing a productive team, only a few realise the importance of ‘happiness’ within this equation. This post will look at a measureable change in team performance created by a change in emphasis by ‘management’ to bring a sense of fun back into a very seriously fought competition. As
The power of Happiness Read More »
Do you know what RAG status ratings are? Maybe you haven’t heard them referred to in such a manner, and are more familiar with using ‘traffic lights’ to track the performance of your project. Visual cues are so much easier to understand than lengthy status reports, which is why so many project teams use the
Are you using RAG status ratings to full effect? Read More »
With depressing regularity, someone in a magazine or a social media site will ask “What are the top reasons why projects fail?” Unsurprisingly, such surveys come up with the same old answers time after time. The first example I ever found was from an IPMA conference in 1972, so we’ve been identifying the same reasons
Projects fail for the same reasons fad diets fail – it’s simple but not easy! Read More »
The Praxis Framework is a significant new development in the field of project, programme and portfolio (P3) management and launches on the 1st May 2014. Until now practitioners have used bodies of knowledge, methodologies, competency frameworks and capability maturity models from different sources that use different taxonomies and terminologies. This has meant that anyone wishing
Project Management Framework Goes Open Source with the Praxis Framework Read More »
Dubai,UAE/Fort Wayne, USA 28th April 2014: HE Saeed Al Tayer, MD and CEO of the Dubai Electricity and Water Authority (DEWA) has been awarded for the authority’s ongoing pursuit of greening its project management framework by implementing international best practice for green business excellence. Joel Carboni, Founder and President of GPM Global handed over the
The PMBOK® Guide 5th Edition recognizes the importance of organizations realizing value from their investment in a project. But what exactly is ‘value’? The PMBOK® Guide (1.6) suggests value is a concept that is unique to each organization and encompasses the total sum of all tangible and intangible ‘value elements’. Determining the tangible elements is
What is the value of value? Read More »
It isn’t surprising that with the continuous improvement and development of technology, businesses are also transitioning from traditional, paper-based documentation and manual management to electronic systems. This shift is not just about doing what’s currently in and new. Electronic document management systems or DMS can do so much to improve the efficiency of projects where
Using a Document Management System (DMS) To Manage Project Documentation Read More »
