Project success is often distilled into simple metrics like meeting budget or schedule, a single pass/fail criteria measured at a single point in time. But these outcomes are rarely fixed targets. In fact, they are often in fail territory for long periods of time prior to entering pass territory for the critical moment. Indeed, there... [Read More]| ProjectEngineer
Like termites that build their invisible kingdoms secretly and slowly, projects have a similar parasite that grows under the surface until it suddenly exposes itself with disastrous consequences. It's called scope creep, and it has eaten many projects alive. Scope creep is the unauthorized addition of tasks into a project. If the project manager is... [Read More]| ProjectEngineer
Project scope management is the second knowledge area in the Project Management Institute’s (PMI) Project Management Body of Knowledge (PMBOK). It includes the processes that ensure all of the required work (and only the required work!) is included in the project. In the PMBOK, scope management has six processes: Plan Scope Management Planning the process,... [Read More]| ProjectEngineer
Every successful project—whether it’s launching a product, building a bridge, or organizing an event—starts with a solid foundation. That’s where project management fundamentals come in. These core principles guide teams through planning, execution, and delivery, turning big ideas into tangible results. In this article, we’ll explore the essential building blocks of project management, from defining... [Read More]| ProjectEngineer
In project management, getting an early indication of problems is the silver bullet that allows the project manager to correct the problems before they start. Schedule Variance, usually abbreviated as SV, is one of the fundamental outputs of the Earned Value Management System. It tells the project manager how far ahead or behind the project... [Read More]| ProjectEngineer
If there's one most important skill for a project manager, it would be staying within budget and schedule. It is not an understatement to say that if you master this one thing, most other things will likely fall into place. And the magic ingredient to doing this well is called earned value management (EVM). EVM is... [Read More]| ProjectEngineer
I was once part of a project which went behind schedule and over budget. In response the project manager asked the project team to come up with reasons why the project was late. Naturally the team produced several reasons, and a change in schedule and budget was approved. Everything sounded like it was back on... [Read More]| ProjectEngineer
Before a project even begins, a project charter is a document that incorporates the project and appoints the project manager. More than just a formality, it’s the foundation stone that defines the project’s purpose, scope, and direction, setting the stage for everything that follows. Think of it as the project’s birth certificate—a concise yet powerful... [Read More]| ProjectEngineer
Let’s face it: managing a project can sometimes feel like a frantic dash to put out fires. A missed deadline here, a budget overrun there—too often, project managers end up reacting to chaos instead of steering the ship. But here's the truth: Putting out fires is rarely a good project management strategy. It’s exhausting, inefficient,... [Read More]| ProjectEngineer
Putting out fires is practically part of the job description for some project managers. Every project has changes throughout its life span, sure, but how do you control them, or better yet, how do you stop them from popping up? Project controls are where the project manager earns their wages. Assigning work is relatively easy,... [Read More]| ProjectEngineer
Knowledge Areas Project Scope Management Plan Scope Management Collect Requirements Define Scope Create WBS Validate Scope Control Scope A project is made more manageable by breaking it down into components. In that spirit, the PMBOK requires the decomposition of the project into phases and tasks (also called activities). This task listing is called a Work... [Read More]| ProjectEngineer
Earned value analysis is used to calculate the project status on two fronts: Schedule. Is the project ahead of or behind schedule? Cost. Is the project over or under budget? Let's say you are the project manager for the renovation of 3 hotel rooms. The tasks are as follows: Preparation. Jan. 1 - Jan. 10,... [Read More]| ProjectEngineer
Stakeholders are to a project like players are to a team. Having the best players is one of the easiest ways to win the game, but strategy and tactics led by the coach (project manager) can go a long ways. Thus, successful projects know who their stakeholders are and what motivates them. That's where stakeholder... [Read More]| ProjectEngineer
The project plan is like the flight plan filed by a pilot prior to embarking on a journey. It communicates how the project will attempt to reach its destination. The project plan is the strategy that will be used to produce the project's products, services, or results. It is written in sufficient detail to communicate... [Read More]| ProjectEngineer
It's amazing how many projects do not know their true status until near the end, when there is little that can be done to ensure they finish on time or budget. The proper time to rigorously track project status is at the beginning, not at the end. This is when project risk can be managed... [Read More]| ProjectEngineer
Projects don't manage themselves. Professional project management requires the development of a plan that outlines how it will be managed. According to the Project Management Body of Knowledge (section 4.2), the project management plan fulfills this purpose. Although it includes any and all items that define the management of the project, there are certain standard items.... [Read More]| ProjectEngineer
Active project risk management is a concept that has been growing momentum as of late. Project managers are expected to know the risks inherent in their projects and give them the appropriate level of scrutiny. Risk is defined by the Project Management Institute as an uncertain event or condition that, if it occurs, has a... [Read More]| ProjectEngineer
Knowledge Areas Risk Management Project Risk Management Risk Identification Risk Analysis Plan Risk Responses Control Risks In an effective project risk management system, the project managers must focus their attention on the highest priority risks. Thus, upon determination of the primary risks to a project, this step seeks to sort the list into priorities and... [Read More]| ProjectEngineer
Knowledge Areas Risk Management Project Risk Management Risk Identification Risk Analysis Plan Risk Responses Control Risks Project risk is defined by the Project Management Institute as an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives. Risk management is the process of identifying, analyzing,... [Read More]| ProjectEngineer
The largest projects in the world, from the summer olympics to big petrochemical projects, have one major thing in common at the project management level: A relentless focus on risk. What happens if there is a riot? Or a catastrophic explosion? What if protestors disrupt the project, or regulatory agencies reject it? These large megaprojects must allocate... [Read More]| ProjectEngineer
Knowledge Areas Risk Management Project Risk Management Risk Identification Risk Analysis Plan Risk Responses Control Risks The first step in a good risk management plan is the identification of risks. The other phases of project risk management are built on the foundation built here. A comprehensive list of potential risks to the project must be... [Read More]| ProjectEngineer