Project Planning for PMs
- How Useful is the Project Management Office? These PMs Weigh In
The Project Management Office (PMO) is meant to support the PM to help ensure project success, but more often than not, the PMO struggles to achieve this objective and may even hinder it. This begs the questions, “Are PMOs useful? If yes, what challenges do they need to overcome to provide value?”
- Project Planning with Post-It Notes
If you have a whiteboard, a stack of sticky notes and some markers, you have the basis for an abundance of project planning tools. Learn how these humble squares of paper can help your project be a success.
- Taming the Unknown: Tips for Accurate Cost Estimates
It is rare or even impossible to get your cost estimates to be 100% accurate. However, with these tips, you'll get closer.
- Putting Together a Project Implementation Plan
View an example of a project implementation plan, learn its purpose and structure, and how to create one. We’ll also discuss the limitations of such a plan, including what it's not meant to do.
- Examples of Project Scope
This article gives actual examples of real project scopes for real projects, then discusses them to determine what should be included in a scope statement and what should be left out.
- Avoiding Four Common Errors of a Cost Benefit Analysis
A cost benefit analysis can be an excellent decision-making tool, as long as some common mistakes are avoided. Learn four of the most basic errors and how to avoid them.
- Estimating Time in Project Management: Tips
Project managers will need to interview members of their team in order to get a good idea of how long certain tasks take to complete. This will also help them gauge when they can push their team to get items done more quickly.
- Ending Your Project: the Closing Process Group
The Project Management Body of Knowledge (PMBOK) defines five process groups in Project Management. This article defines the Closing Process Group.
- The Monitoring & Controlling Process Group: A Definition
Projects get delayed for many reasons, including unforeseen risks, optimistic estimates, and evolving requirements. The reality is that projects rarely go as planned. The processes in the Monitoring and Controlling process group trigger change requests that enable a project to get back on track.
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