There is no universal answer to the question of what is the ‘correct’ way to assess project durations, but here Patrick Weaver presents an overview of the multiple factors that should be considered by project managers.
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Project estimating costs and durations can be done in great detail using Excel or more sophisticated tools. However, detailed is not synonymous with accurate! Pat Weaver provides a more pragmatic approach to estimating time and costs on a project.
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Project controls are a misnomer, says Pat Weaver, they don’t control projects at all. A well designed project schedule on the other hand…
“The project schedule has two key roles to play, firstly as a tool to develop a common understanding of the optimum approach for achieving the project objectives and then as a flexible tool to measure the inevitable deviations from the plan and re-assess the best way forward.”
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Delivering on ‘the promise’ to meet client and stakeholder expectations requires project organisations that are capable of accomplishing the work!
Mosaic Project’s Pat Weaver on avoiding the tipping point between complexity and chaos.
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Henry Gantt is famous for the wrong reasons. He did not invent bar charts that simply show the time work is planned to occur: these were invented more than 100 years before Gantt’s work.
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Current critical path method (CPM) scheduling fails to deliver successful project outcomes, in part because the automatic resource levelling systems in most tools, most of the time, produce sub-optimal results and changing a few settings in any of the tools can produce wildly different outcomes.
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Project scheduling has come a long way since the pyramids. Find out how Gantt developed his chart and how scheduling evolved along with computers.
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The project scheduling conundrum is simple: We know effective scheduling makes a significant difference to project success and we know what effective scheduling looks like but in most projects, the schedule is ignored, bad scheduling practice is the norm and most projects finish late.
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