Measuring time and budgets – what the project management community can learn from the construction Industry
I recently saw one of those lists that people publish to capture our attention or to make a point.
I recently saw one of those lists that people publish to capture our attention or to make a point.
Learning can be a tricky thing no matter what stage we’re at in our career, especially when we have to do this by ourselves.
What are the differences between the worlds of change management and project management? What does life look like on either side of the equation, and where do the tensions lie? Kate Ward, Head of Change Management at King’s College London, and veteran project management expert Adrian Dooley give their perspectives – and point out where the common ground lies.
Based upon my own experience I’m pleased to see that the number of organisations adopting portfolio management, particularly in the public sector, is increasing.
Mapping stakeholders has long been a subjective task, but the most widely used power/influence grid has taken precedence for at least two decades, often pigeonholing stakeholders as high priority or low priority for an extended period, regardless of context.
On Christmas Day 2021, NASA launched the largest space telescope ever developed – the James Webb Space Telescope (JWST).
What does success in project management look like? Traditionally, it has been defined using the iron triangle of time, scope and cost – with a project considered a success if it delivers its objectives on time and on budget, and a failure if not.
Read the latest on resource optimisation here Resource management is acquiring, allocating and managing the resources, such as individuals and their skills, finances, technology, materials, machinery and natural resources required for a project.
I wanted to share few tips from my experiences to help you successfully manage time management and achieve your career goals in 2024.
There seems to be a common view that project management is very simple – you know where you want to get to, you think you know the intermediate steps, then it’s just a matter of lining up the sequence, drawing up the Gantt chart, nailing the critical path and master budget – and charging ahead! If it really was that simple, there would be no need for APM.