Projects fail when they overrun the allocated time and budget, and overrunning on schedule is a great way to make sure you also overrun on cost. Patrick Weaver has a pressing case for the need for effective planning and scheduling.
Failure to deliver the expected results at the expected time can increase dissatisfaction among project stakeholders. Bhauvik Tripathi asks: what are the common causes for delays and how should we address them?
Hammocks, LOE and summary activities are three completely different types of activity; unfortunately many project software developers have confused them. Pat Weaver explains the differences and benefits of each.
Why do most projects still finish late? Pat Weaver says most schedulers have no effect on the management of the projects they are working on—they are either there to comply with client specifications or to gather data.
Have you ever wondered why some people get upset when you are late but others don’t worry too much? If you want the best out of your diverse team everyone needs to embrace the opportunities different views of ‘time’ can bring, writes Lynda Bourne.
Working out the probable completion date for a project and understanding the risks associated with achieving a target date have always been difficult. Pat Weaver outlines the challenges of finding effective, realistic and reliable schedules.
All project managers have numerous pressures on their time, and need to achieve a high rate of productivity. Good delegation saves you time, develops your people, grooms a successor, and motivates, writes Patrick Weaver.