One way to define a Work Breakdown Structure (WBS) is through planned outcomes. Planned outcomes are always a challenge for project managers. The planned outcomes must describe to the project team, stakeholders, customers and end-users the hierarchical nature of the work to be performed.
Risks can be regarded as actions that have to be taken. That means that you can use just about any “action-driven” tool you can think of to manage risks - a findings management tool for instance.
A stakeholder analysis is systematic gathering and analyzing of qualitative data to determine whose interests should be taken into account when developing and or implementing a policy, program, or project.
This article defines Ghost Tasks and explains how a project manager can use one in an electronic project schedule. Then, the process of creating a Ghost Task in Microsoft Project is described.
In the development of a project, the testers usually get involved when the specifications are ready. Too late. Testers should be involved in the analysis phase, to find the problems early and to save a lot of time and money. But how?
The Triple Constraint is a paradigm that is applicable to any kind of project. It is used to illustrate how changes in competing demands are inter-connected, and how changing one has an effect on the others.
Earned Value Management (EVM) techniques are an essential part of delivering a project on time and on budget. It is a key building block to a well run project. EVM should not be a time-wasting task, but it can easily become one if your analysis is not up to date.
Earned Value Management compares actual performance to planned performances; however, it does have limitations. Determine in advance how you plan to use this tool to advance your project and relay information so you are not wasting essential time over analyzing the chart.
