Project Planning for PMs

Most Recent

  • How to Constrain Scope in Government Projects
    On government projects, scope is constrained because it is not as open-ended at the beginning as in the private sector. This article looks at how a constrained scope is a unique and challenging aspect of project management in the government sector.
  • Taming the Budget Challenge in Government Projects
    Government projects must often include pay based on time spent and typically not on performance. The project manager must ensure that there is no favoritism in the expenditure of funds.
  • Government Project Management: Legacy Constraints
    Maintaining systems that support legacy processes remains important for a much longer period than in private industry. This drastically increases the complexity of government projects, and pushes efficiency down the list of priorities.
  • Portfolio Management: Portfolio of Projects
    This article dives into on the practice of portfolio management applied to a portfolio of projects. It examines whether a well-managed portfolio of projects is more valuable than the sum of the value of each project.
  • Portfolio Management: Portfolio of Businesses
    This article investigates the application of portfolio management to a grouping of businesses, driving home what the elements of Portfolio Management are, examining whether a well-managed portfolio of businesses is more valuable than the sum of the value of each business.
  • Portfolio Management: A Portfolio of Products
    This article investigates the application of portfolio management to a grouping of products, driving home the elements of portfolio management .The product strategy is the initial driver and portfolio management is the practice of executing that strategy for the specific grouping of products.
  • Portfolio Management: An Investment Portfolio
    Portfolio Management is managing a coordinated grouping according to a well-defined strategy. As such, managing a portfolio of investments is much like managing a portfolio of projects. This article investigates the application of portfolio management to investments.
  • Common Sense Tricks for Project Managers: Begin with the End in Mind
    All too often projects take on a life of their own and people lose sight of its purpose. How can you find a navigational tool for communicating throughout the project, a compass for guiding priorities and decisions and the foundation for setting up systems to measure your progress?
  • Common Sense Tricks for Project Managers: Bottom Line Up Front (BLUF)
    Projects are full of detail. Deep and wide detail. Yet, while we must master the detail, we must communicate up, down, and across the organization. Is there a technique you can use to force yourself and your team to synthesize, summarize and communicate to stakeholders at the right level of detail?
  • Common Sense Tricks for Project Managers: Organizational Roles and Relationships
    Considering formal and informal organization structure is part of your due diligence. So the question is, what value can this information provide you to enable you and your team to operate most effectively and give yourselves the best chances of success?
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