Some projects are considered successes even though they did some things I’d probably lose my career over. And others are considered horrible failures even though I could probably find a way to navigate through their issues. It’s almost like there’s a certain element of human interaction that all of the project methodologies in the world… [Read More]| ProjectEngineer
In the realm of financial decision-making, where every dollar counts and the future is a gamble, net present value (NPV) emerges as a beacon of clarity. Whether you’re sizing up a new project, weighing an investment, or steering a business venture, NPV offers a powerful lens to evaluate worth—not just in today’s terms, but by... [Read More]| ProjectEngineer
Some projects are considered successes even though they did some things I’d probably lose my career over. And others are considered horrible failures even though I could probably find a way to navigate through their issues. It’s almost like there’s a certain element of human interaction that all of the project methodologies in the world... [Read More]| ProjectEngineer
Like many things in life, project management is an art form as well as a science. It's a delicate dance, a blend where intuition meets precision. While some may possess a natural flair for orchestrating chaos into order, the true mastery of this craft lies in understanding its scientific backbone. Fortunately, you don’t need to... [Read More]| ProjectEngineer
Risk management,as a subset of project management, is not a new concept but 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. Definition Project risk is defined by the Project Management Institute as an uncertain event or... [Read More]| ProjectEngineer
As an entrepreneur and president of an engineering company, I've seen how difficult and elusive it is to get an advantage over your competitors. Many companies have started something new only to see it copied or substituted in short order. What is the "secret sauce" that companies like Apple, Southwest Airlines, and Starbucks have, and how... [Read More]| ProjectEngineer
Value Chain analysis is a process improvement methodology developed by Michael Porter of Harvard Business School in the 1980's. It is a part of the field of strategic analysis. The "value chain" refers to the process of creating value throughout each step of of the business chain. For example, An exploration company creates value by... [Read More]| ProjectEngineer
A Project Management Office (PMO) is a dynamic hub within an organization that empowers project success by supporting project managers and teams. Far from a one-size-fits-all solution, PMO's vary widely in their roles, responsibilities, and structure, shaped by the unique needs of the organization they serve. Whether providing hands-on project management, offering strategic advice, or... [Read More]| ProjectEngineer
PRINCE2 is one of the world's main project management methodologies. It was developed by the UK government and is administered by Axelos, a company partially owned by the UK government. Axelos administers the two PRINCE2 certifications: PRINCE2 Foundation and PRINCE2 Practitioner. The latter is the main certification, and the former is the more basic, "associate"... [Read More]| ProjectEngineer
PRINCE2 is one of the main project management methodologies in use in the world today. PRINCE2 is built on the foundation of project roles. There are 9 roles outlined in the method, which all must be filled even if the same person fills multiple roles. These roles are: Executive Project Board Senior User Senior Supplier... [Read More]| ProjectEngineer
How would you feel if your boss gave you a 23% raise? That's how much the Project Management Institute reports that certified project managers earn over and above non-certified ones. Job security also increased substantially over the 33,000 professionals surveyed in 37 countries. So how do you become a part of this club? I've been... [Read More]| ProjectEngineer
Unlike most of the project management knowledge areas, which deal with a specific area of expertise of the project manager, the Project Integration Management knowledge area is something of a catch-all, containing many of the everyday actions of a project manager. It is the glue that holds the project together. The processes within the Project... [Read More]| ProjectEngineer
Every successful project, from building skyscrapers to launching software, hinges on a framework that keeps chaos at bay. That's where the PMBOK Guide's five process groups come in, a central foundation of project management theory. Although relegated to one of many project 'models' in the PMBOK version 7, they’re the backbone of project management, guiding... [Read More]| ProjectEngineer
The Project Initiation Document (PID) is the most important document in the PRINCE2 project management method. It defines the project scope and identifies how the project will achieve its objectives. It puts the project on a solid foundation, a baseline that provides a place from which the project manager and project board can assess progress.... [Read More]| ProjectEngineer
In this first out of five project management processes, the project is created and defined to the extent necessary to begin planning the project. This step involves the project setup, and ensures that the performing organization is clear about the purposes and priorities surrounding the project. There are usually certain issues that require setup, like... [Read More]| ProjectEngineer
Quality assurance and quality control—two terms that often trip up even seasoned pros, with lines between them blurry enough to spark debate. But here’s the good news: there is a distinction, and once it clicks, you’ll wonder how you ever mixed them up. Let’s dive in and unravel the difference that can transform how you... [Read More]| ProjectEngineer
Are you unsure how you will obtain the quality of your project deliverables? Or what standards you need to measure against? Quality is one of the most important aspects of project management, and the production of a Quality Management Plan could be the answer you need. According to the Project Management Body of Knowledge (PMBOK)... [Read More]| ProjectEngineer
Your project team is the single biggest factor in the successful completion of your project. At its core, a project is nothing more than a bunch of people collaborating to deliver a result, and the quality of their work defines the outcome. Building a high-performing team starts with choosing the right individuals and inspiring them... [Read More]| ProjectEngineer
All projects have stakeholders. Like any area of life, no projects exist inside of a bubble. Although some more than others, every project must have a project sponsor (as a minimum) who created the project and expects some sort of deliverable. But most projects have so diverse an array of stakeholders that they must maintain... [Read More]| ProjectEngineer
If there's one part of project management that's bigger than all the rest, it's project scheduling. Since a project is defined as a temporary endeavor with a distinct beginning and end, defining when that end takes place and making sure it finishes on time are, by definition, extremely important to any project, large or small.... [Read More]| ProjectEngineer
Poor schedule management is one of the leading causes of project failure; It often strains client relationships and derails outcomes, making it one of the most challenging aspects of project management. Every project, by definition, is a temporary endeavor with a clear endpoint (PMBOK 7th Edition, 1.1), making effective schedule management a cornerstone of project... [Read More]| ProjectEngineer
Like termites slowly gnawing through a sturdy foundation, scope creep is a menace that invisibly eats projects from the inside out, a stealthy parasite that burrows into projects, expanding their boundaries with unauthorized tasks until the damage surfaces in a cascade of delays, budget overruns, and frustration. Left unchecked, it doesn’t just nibble at the... [Read More]| ProjectEngineer
If your scope is pointed the wrong way, you're not going to hit the target! In fact, ineffective project control is one of the biggest sources of project distress. For this reason, one of the most important aspects of a project manager's job is controlling the boundaries of the project, that is, the tasks that... [Read More]| ProjectEngineer
In an ideal world, a project’s scope would remain a fixed star—unchanging, predictable, and perfectly aligned with the original plan. Yet, reality paints a messier picture: with countless moving parts, shifting priorities, and human variables at play, scope change is a near-inevitable force. Whether it’s the slow drip of unauthorized "scope creep" or the sanctioned... [Read More]| ProjectEngineer
A Requirements Traceability Matrix is a project management tool that provides a formal way to track project requirements. It links project (or product) requirements from their origins to the deliverables that satisfy them. At the outset of each project, prior to even the scope statement, the requirements should be identified and prioritized. Things like paint... [Read More]| ProjectEngineer
I once had a project where an adjacent landowner almost came to blows with my site inspector before any ground was broken. Although we purchased a piece of his land and showed him the plans before the construction bagan, he decided once he saw construction folks arriving on site that the project was going to... [Read More]| ProjectEngineer
In order to ensure a successful project, roles must be clear and well defined. The following project leadership roles are essential to any project: Project Manager Functional Manager Executive Project Manager Clearly the success of the project depends on the project manager. The project manager's job is simply to ensure the success of the project,... [Read More]| ProjectEngineer
Project planning is immensely underrated. Everyone has a story of how they could have planned better to avoid a disaster, even if they didn’t look back and realise it. The Project Management Institute suggests that planning should ideally consist of about 20 – 30% of the time required to perform the project work. This is... [Read More]| ProjectEngineer
Welcome to the Project Management Tutorial. Here we will give you the general overview of project management theory and how it applies to real projects. We outline the knowledge areas, process groups, and other areas that impact a project manager's daily life. When you're finished with this tutorial you should have a general idea of... [Read More]| ProjectEngineer
Love it or hate it, the measuring stick for a project manager is often their ability to keep projects on time and under budget. Thankfully, project management theory provides us with a fantastic tool to keep us on target. But it has to be used correctly. Like a software tool, if you are not trained... [Read More]| ProjectEngineer
In earned value analysis, the Estimate to Complete (ETC) is your crystal ball for what’s left to spend. It’s not the total project cost—that’s the Estimate at Completion (EAC)—but rather the expected cost from this moment to the finish line, excluding what’s already been spent. For project managers, the ETC is a vital tool, offering... [Read More]| ProjectEngineer
In earned value analysis, the Estimate at Completion (EAC) is your forecast of the final project price tag, built on how the project has performed so far. More than just a number, it gives project managers a critical glimpse into what the total cost will likely be when the dust settles. The Bigger Picture The... [Read More]| ProjectEngineer
The real benefit of the earned value method is in the early warning signal it provides. In my previous life at a large engineering company, I saw many project managers get to a monthly billing cycle before they realized the project was behind, and even then they would rationalize it by deciding their project team was... [Read More]| ProjectEngineer
If there's one part of project management that's bigger than all the rest, it's project scheduling. Since a project is defined as a temporary endeavor with a distinct beginning and end, defining when that end takes place and making sure it finishes on time are extremely important to any project, large or small. Professional project... [Read More]| ProjectEngineer
Once the tasks within the project have been defined, the resources required by each task must be determined. To do this, we consult the PMBOK's Estimate Activity Resources process. PMBOK, 5th Edition, Section 6.4, "Estimate Activity Resources" Estimate Activity Resources is the process of estimating the type and quantities of material, human resources, equipment, or... [Read More]| ProjectEngineer
After the project has been divided into tasks and resources assigned to those tasks, it's time to determine the task durations. This importance of this step should not be taken lightly, because these durations will be used to construct the project schedule. Just like the tiny o-rings that brought down the space shuttle Challenger, one... [Read More]| ProjectEngineer
Dividing the project into tasks (aka activities) is the first practical step in project scheduling. Small projects might have an obvious task breakdown. But we recommend learning this subject anyway because even a small problem with the task list, especially an omission, can be devastating after the project has been estimated and a full schedule... [Read More]| ProjectEngineer
In this step we will develop the most efficient schedule for the project. In its most basic form a project schedule is a list of tasks with assigned start and finish dates, therefore that is what we will accomplish on this tutorial page. It can also be a graphical bar chart produced with project management... [Read More]| ProjectEngineer
On the previous page we used a network diagram to determine the Early Start, Late Start, Early Finish and Late Finish of each task. On this page we will draw the schedule in graphical bar chart form, which is called a Gantt chart. Gantt Chart A horizontal bar chart which depicts a project schedule is... [Read More]| ProjectEngineer
Welcome to our Tutorials section! Here we hope to give you a grounding of project management knowledge that will set you up for success. Our tutorials our easy to read and give you lots of practical, real world knowledge that impacts your career. Please browse through them, and always make sure you budget some time... [Read More]| ProjectEngineer
I was once part of a project which went behind schedule and over budget. The project manager asked the project team, which included me, to come up with reasons why the project was late. Naturally the team produced several reasons, and a scope change request, along with a new budget was sent to the client. ... [Read More]| ProjectEngineer
Six Sigma is a hot buzzword these days, but what is it and how does it really work? In this article I will give you a quick overview and get you grounded in the basics. In reality it takes a week long intensive course to get all the concepts, and requires several months of hands... [Read More]| ProjectEngineer
Project quality assurance is one out of three parts of a larger project quality system that ensures the project deliverables meet the planned quality standards. The other two are quality planning and quality control. Notice that the goal is not to produce the highest quality deliverables, only that the deliverables meet the quality standards in... [Read More]| ProjectEngineer
Scope management, or rather the lack of it, is one of the biggest reasons for project failure. Correctly defining what is and is not included in the project is absolutely foundational to good project management. I've seen many projects go south even though they had the right expertise, schedule, high quality deliverables, and even satisfied... [Read More]| ProjectEngineer
In project management, getting an early indication of problems can mean the difference between triumph and turmoil. The Schedule Performance Index (SPI) is a powerful little number that tells you, at a glance, whether you're on pace or off the rails, and by how much. But more than just a metric, it’s a reality check,... [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. The Schedule Performance Index, usually abbreviated as SPI, is one of the fundamental outputs of the Earned Value Management System. It tells the project manager how far ahead or behind... [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. Cost Variance, usually abbreviated as CV, is one of the fundamental outputs of the Earned Value Management System. It tells the project manager how far ahead or behind the projects... [Read More]| ProjectEngineer
"The Budget at Completion (BAC) is a fundamental metric in earned value management, a critical component of effective project management. It represents the total approved budget for a project at its outset. For instance, if a project is allocated $10,000, the BAC is simply $10,000, requiring no additional formulas or calculations. " The Budget at... [Read More]| ProjectEngineer
In project management, gut feelings and guesswork can only get you so far—eventually, you need cold, hard numbers to tell you if you’re winning or sinking. Earned Value is a method of calculating project status. It does this from two perspectives: Time (schedule) and Cost. After applying the earned value method the project manager will... [Read More]| ProjectEngineer
At the engineering firm I founded, we've recently seen an increase in RFP's (Requests For Proposal) that include project management as a consultant selection criteria, in one form or another. Not just as a "nice to have" criteria, but as one of the scores that factor in the selection of the consultant. Now, more than... [Read More]| ProjectEngineer
Hopefully your projects never have this type of variance! A variance is defined as a schedule, technical, or cost deviation from the project plan. Variances should be tracked and reported, as well as mitigated through corrective actions. There are two types of variance which normally receive most of the attention: Cost Variance Schedule Variance Calculating... [Read More]| ProjectEngineer
In project management, getting an early indication of cost escalation is the silver bullet that allows the project manager to correct the problems before they start. Keeping a firm grip on costs is essential to delivering success, yet budgets often spiral, deadlines slip, and stakeholders grow restless, leaving managers scrambling for answers. Whether you’re managing... [Read More]| ProjectEngineer
The project deadlines are firm but the resources are occupied. The deadlines have been tightened but the quality must stay the same. The customer wants the highest quality product at the lowest cost. These are some of the many issues a project manager must deal with on a daily basis. On a foundational level, the... [Read More]| ProjectEngineer
In the intricate symphony of project management, crafting a project schedule is the conductor’s baton—the single most critical tool for bringing harmony to chaos. For a project manager, it’s not just a task; it’s the cornerstone of their role, dictating how resources, timelines, and teams align to deliver success. A well-crafted schedule transforms abstract goals... [Read More]| ProjectEngineer
In order to meet the completion dates on your projects, it is wise to develop a project schedule. Whether you're managing the construction of the new Oakland Bay bridge or building a new shed in your back yard, adequate planning can ensure any project is completed on time, on budget, and meets all of its... [Read More]| ProjectEngineer
We’ve all seen the beauty of a perfectly crafted Gantt chart, the satisfaction of a budget that balances down to the penny, and the sweet victory of hitting a deadline with military precision. Hard skills—those technical, process-driven tools like scheduling, resource allocation, and risk analysis—are the backbone of getting stuff done. They’re the scaffolding that... [Read More]| ProjectEngineer
As a project manager, your success hinges on wielding the right methodology for the job. Agile, with its nimble, iterative flair, and Waterfall, with its structured, process-based workflow, are the two titans clashing for supremacy. But which one reigns supreme? Choosing between Agile and Waterfall is not a minor decision. It's like picking your weapon... [Read More]| ProjectEngineer
In project management, getting an early indication of problems is the silver bullet that allows the project manager to correct problems before they start. That’s where schedule variance comes in—a critical metric that acts like a radar, spotting deviations from your timeline before they snowball into chaos. But the Schedule Variance doesn’t just tell you... [Read More]| ProjectEngineer
Every great project starts with a vision, but without a solid plan to back it up, even the best ideas can spiral into chaos. That’s where project schedule planning comes in. It's a roadmap that turns ambition into action, keeping teams aligned, deadlines on track, and stress at bay. Whether you’re launching a product, building... [Read More]| ProjectEngineer
In project management, the project team is the heartbeat of any successful project, driving the technical work outlined in the project’s organizational chart. Reporting to the project manager, team members execute the tasks that turn plans into reality. While small projects may see the project manager and team roles overlap, these distinct responsibilities remain critical,... [Read More]| ProjectEngineer
In the Project Management Body of Knowledge (PMBOK) the process groups are the chronological phases that the project goes through, and the knowledge areas occur throughout any time during the process groups. The process groups are horizontal, and the knowledge areas are vertical. They are the core technical subject matter of the project management profession,... [Read More]| ProjectEngineer
Effective project team management is the backbone of successful project delivery. It involves guiding team members, aligning resources, and resolving challenges to drive optimal performance. While it’s one of the most critical aspects of project management, it’s also one of the most complex, inspiring countless books and diverse approaches. At its core, however, project team... [Read More]| ProjectEngineer
Project quality is the silent force in project management, often overshadowed by the loud demands of time and budget, yet capable of derailing success just as swiftly. While deadlines and costs dominate the spotlight, neglecting quality can quietly undermine a project, leading to costly rework, unhappy stakeholders, or outright failure. Complicating matters further, quality standards... [Read More]| ProjectEngineer
The Project Management Office (PMO) is a cornerstone of organizational success, yet its roles can seem elusive due to their broad and evolving nature. In recent years, PMO's have matured, with more defined and standardized responsibilities that drive project excellence. Whether you're launching a new PMO or refining an existing one, understanding its potential functions... [Read More]| ProjectEngineer
Effective decision-making is a critical skill that has big ramifications in both personal and professional life. Projects often present complex choices where the optimal path is unclear or every option carries significant trade-offs. How can we navigate these challenges with confidence? This article explores the science behind strong decision-making, offering practical steps to select the... [Read More]| ProjectEngineer
Lean Project Management blends the efficiency-driven principles of lean methodology with the structured discipline of project management to deliver exceptional results. Originating in manufacturing, lean focuses on boosting quality and efficiency by eliminating waste. In project management, which aims to deliver a unique product or service while meeting stakeholder expectations and project requirements, lean principles... [Read More]| ProjectEngineer
Imagine this: your biggest project just imploded, your team’s scrambling, and your boss is screaming about a $50,000 mistake—all because you patched a leak only to discover a gaping hole. Sound familiar? Most people treat problems like whack-a-mole, smashing symptoms while the real disaster festers below. Sometimes there are several major, competing underlying factors. Sometimes there... [Read More]| ProjectEngineer
Quality isn't free. The American Society for Quality (ASQ) suggests that the Cost of Quality is usually around 15 - 20% of sales, often as high as 40% in some organizations. From the resources spent preventing mistakes to the fallout of fixing them, the cost of quality shapes how businesses operate and compete. Far from being... [Read More]| ProjectEngineer
Everyone has stories of quality problems and the anxiety they cause: The assembly line is down, a customer complained about the product, or the report missed an important element. In that moment the only thing that matters is that someone didn't achieve the quality expectations. But the very presence of defective products is not inherently... [Read More]| ProjectEngineer
Project Integration is the “mother” to all other project knowledge areas and brings the knowledge and processes together where there is overlap, synergies and flow between other knowledge areas. It has the most processes of any knowledge area at 7 and spans the entire set of process groups. Looking at the Integration knowledge area in... [Read More]| ProjectEngineer
So you want to introduce Six Sigma into your organization. Congratulations! Thousands of organizations have walked this path and found not just gold at the end of the rainbow, but satisfied employees, improved morale, and other benefits. When it comes to driving efficiency, slashing errors, and boosting quality, few approaches rival Six Sigma. This data-driven methodology... [Read More]| ProjectEngineer
If you’ve ever wondered how to take your problem-solving skills to the next level or boost your career with a standout credential, Six Sigma certification might be the answer. This globally recognized qualification isn’t just for engineers or factory managers—it’s for anyone eager to master a methodical approach to improving processes and delivering results. But... [Read More]| ProjectEngineer
In a world where efficiency and quality can make or break a business, Six Sigma stands out as a proven approach to getting things right. It was developed by Motorola during the 1980's and subsequently adopted and popularized by General Electric (GE) during the 1990's. GE's famous CEO Jack Welch, a chemical engineer, implemented it throughout... [Read More]| ProjectEngineer
Scope issues are the #1 reason for project failure. Whether it’s scope creep sneaking in unnoticed or a poorly defined goal from the outset, projects derail fast when boundaries aren’t clear. Project managers are seemingly always dealing with budget and schedule issues, and they always seem to have an origin in the underlying project scope. ... [Read More]| ProjectEngineer
Project procurement management is a critical yet dynamic aspect of delivering successful projects. Whether due to limited expertise, resource constraints, or strategic decisions, most projects rely on external resources—sourced internally from the parent organization or externally through vendors. While procuring these resources can be an exciting opportunity to enhance project outcomes, it often poses significant... [Read More]| ProjectEngineer
Risk management is not a new concept but 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. Definition Project risk is defined by the Project Management Institute as an uncertain event or condition that, if it occurs,... [Read More]| ProjectEngineer
Key Performance Indicators (KPI) are clear, specific metrics that measure an organization's progress toward a corporate goal. They generally have a time component, because they track the execution of a corporate strategy. They are the "scorecard" part of a balanced scorecard. To develop KPI's, it helps to divide them into three categories: Target Relative Progress Target... [Read More]| ProjectEngineer
The Balanced Scorecard is a system for the implementation of corporate strategy. It is a performance measurement tool that helps an organization execute its strategies and turn them into measurable results "on the ground." In its practical form, a balanced scorecard is a 4-quadrant itemized list of key performance indicators (KPI's) that the organization strives... [Read More]| ProjectEngineer
A PEST Analysis is not a way to rid your office of undesirable rodents, although I suggest you take care of that first if it is a problem. Rather, it is strategic analysis technique which analyzes the external environment within which an organization operates. It is designed to give an organization a good overall picture... [Read More]| ProjectEngineer
Strategic planning involves the development of actions that support the achievement of a corporate goal. The corporate goals must be defined first, and the strategic plan becomes the "how to" manual to achieve the goals. Business schools make strategic planning more complicated than it is. If you understand these 8 tools, you've mostly mastered the... [Read More]| ProjectEngineer
When I was a middle manager, I saw many goals that ended up as roadkill on the business superhighway. Whatever the flavor of the year was, that's what was reflected in the business goals. Things like: reducing dependence on one client, diversifying our service offerings, and others made the rounds through our business units. One... [Read More]| ProjectEngineer
Effective project management is crucial for organizational success, but without dedicated oversight, these practices often fade into obscurity and often become just another fad. Enter the project office—a vital structure designed to sustain and enhance project management excellence. Project offices vary widely in their roles and authority, each tailored to meet specific organizational needs. They... [Read More]| ProjectEngineer
Before a project even begins, a project charter is a document that incorporates the project and appoints the project manager. Many projects operate without a project charter, even multimillion dollar projects. But the formal authorization of the project by the performing organization can be important to ensure the lines of authority are clear and identify... [Read More]| ProjectEngineer
Project initiation is where it all begins—the moment a project takes shape, its purpose sharpens, and the foundation for planning is set. But it's significance is far more than administrative, rather, it forms the heartbeat of a project’s potential success. Beyond paperwork or procedural hoops, the project initiation phase builds the foundation for the future... [Read More]| ProjectEngineer
The project charter and scope statement can seem like one and the same sometimes. They are both usually contained early in the project management plan, and they both itemize the scope of the project to some extent. So what's the difference? Well, they have a slight difference in purpose. The project charter should contain the rationale... [Read More]| ProjectEngineer
Project resource management is at the heart of a project manager’s role, consuming much of their daily focus. Resources like people, materials, tools, expertise, facilities, and infrastructure are the building blocks of any project. In an ideal world, these resources would be readily available, perform flawlessly, and stay within budget. However, reality presents constraints, requiring... [Read More]| ProjectEngineer
For us engineers, quality is a big deal. Industry standard quality control dictates that most documents and designs require a "second stamp" i.e. a reviewer who takes as much responsibility as the designer. But what does a true project quality management plan look like? In this article, I will talk about project quality from the... [Read More]| ProjectEngineer
For engineers like me, quality is a big deal. Industry standard quality control dictates that most documents and designs require a "second stamp" i.e. a reviewer who takes as much responsibility as the designer. If non-engineering professions followed this practice, many project quality issues would be solved. The Project Management Body of Knowledge (PMBOK) values... [Read More]| ProjectEngineer
Performing quality assurance ensures that the processes are in place to produce the project deliverables at the applicable level of quality. In the Project Management Body of Knowledge, Quality Assurance is part of the Executing process group and is performed throughout the duration of the project. When quality assurance activities identify a quality problem which... [Read More]| ProjectEngineer
Controlling the quality of a project's deliverables can be the silver bullet that makes everything else feel easy. Unfortunately, it's often easier said than done but there are tried and true techniques that help you get there. On the flip side, a single poor quality deliverable can create a cycle of low performance, whereby an... [Read More]| ProjectEngineer
According to the Project Management Body of Knowledge, Project Quality includes the processes and activities that determine quality policies, objectives and responsibilities so that the project will satisfy the needs for which it was undertaken. Project quality management is concerned with the development and implementation of a quality management system. The three processes are: Plan... [Read More]| ProjectEngineer
It's not hard to find projects which were delivered on time and budget, with stakeholders satisfied in every other respect except for the poor quality of the project's deliverables. Usually, this factor alone causes projects to be considered a failure. Quality isn’t just a buzzword in project management—it’s the difference between a deliverable that dazzles... [Read More]| ProjectEngineer
Projects, like trains speeding down the tracks, gain momentum quickly and can be challenging to redirect once in motion. That's why effective stakeholder communication is a project manager’s mission-critical tool for keeping the journey on course. Since stakeholders hold the key to defining a project’s success, their engagement is vital to avoid derailing into project... [Read More]| ProjectEngineer
Project presentations are a critical part of many projects, whether delivered at the kickoff, midpoint, or conclusion. These presentations may target managers, executives, team members, or stakeholders with a vested interest in the project's success. While presenting can feel daunting, it doesn’t have to be. With practice and a few key principles, you can deliver... [Read More]| ProjectEngineer
Whether you're a seasoned project manager, a business leader, or just starting out, understanding how to effectively engage with stakeholders can make or break your endeavors. In this post, we’ll explore practical strategies, key principles, and actionable tips to identify, prioritize, and collaborate with stakeholders—ensuring their needs are met while keeping your goals on track.... [Read More]| ProjectEngineer
Effective communication is the lifeblood of any successful project. Much like an airplane relying on the seamless interaction of countless components, a project depends on a network of stakeholders working toward a shared goal. When communication falters, even minor missteps can lead to major setbacks. Project communications management ensures that the information needs of the... [Read More]| ProjectEngineer
Effective communication is the backbone of successful project management. The Project Management Body of Knowledge (PMBOK) emphasizes the need for a Communications Management Plan, while PRINCE2 outlines a similar Communications Management Approach. This plan serves as a roadmap for how project communications will be strategically planned, structured, executed, and monitored to ensure clarity, alignment, and... [Read More]| ProjectEngineer
Imagine the following scenarios: A phone call or meeting with the client smooths over late delivery of a report. A subcontractor completes his task late and offers a financial discount that improves the project's economics. These are not uncommon scenarios, and they appear to render the current schedule meaningless. Does this mean it was a... [Read More]| ProjectEngineer
With little exception, missing deadlines reflects poorly on the project manager and sometimes has financial consequences too. Because projects are by definition temporary, someone has authorized the project and expects its deliverables in a timely fashion. To meet the deadlines, a schedule management plan is produced which is a subset of the project management plan. ... [Read More]| ProjectEngineer
Missing deadlines reflects poorly on a project manager. With few exceptions, deadlines are a major component of project success. Because projects are by definition temporary, someone has authorized the project and expects its deliverables in a timely fashion. A schedule management plan is a subset of the project management plan whose purpose is to put... [Read More]| ProjectEngineer
