Chances are your organisation already focuses on ‘stakeholder engagement’ but is using another name for the activity. Dr Lynda Bourne explains the common alternative terms project managers should look out for.
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Far too many project controls professionals and project managers think they have done their job once the data has been gathered, analysed and the information developed to facilitate an informed decision. Pat Weaver says how you report it make all the difference.
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One of the less well-understood parts of the PMBOK® Guide 5th Edition has been the significant refinement in the way project data is transformed into useful project reports. Lynda Bourne explains the flow.
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Project management is necessarily about taking care of the details, but too often you can become caught up in a series of minutiae. What about the bigger picture? asks editor Adeline Teoh.
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Project success is determined by the attitudes of the key stakeholders around the project. Delivering a project on time, on budget and to specification is not sufficient. Lynda Bourne discusses the ways in which we should employ different types of communication for our projects.
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A study conducted by McGraw Hill Construction and Autodesk predicts a rise in the use of building information modelling (BIM) in construction projects across Australia and New Zealand.
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Organisations must optimise their resources to mitigate project delivery delays and overruns, quality issues, and, in the long term, negative bottom line impact. Adele Bernard on capacity planning and resource management for a portfolio of projects.
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Describing scheduling, earned value and financial management as ‘project controls’ is, I would suggest, dangerous! Project controls is a communications process, argues Lynda Bourne.
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There is a direct link between the organisation’s decision to make an investment in a selected project and the need for the organisation to adapt so it can make effective use of the deliverables. Dr Lynda Bourne says the key is for project managers and teams to learn to ‘advise upwards’ and manage their sponsors.
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Throughout the project management discipline, earned value has become synonymous with progress reporting. Guy Wilmington suggests, however, that it is impractical for use in IT projects and proposes alternative means for gauging and reporting progress of tasks/deliverables for IT projects.
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