Implementing risk management in your project

Most successful program or project managers are effective because they simultaneously balance the immediate challenges and demands facing them with future needs, opportunities and risk-avoidance. PM Oracles on how you can manage risk and find success through this balance too.

Schematic design in the project lifecycle

At the end of the outline design stage, with the owner having formally approved the outline design for the project to proceed to the next stage, the next step is to get the schematic design stage going. Paul Sancandi on developing the design across all the design disciplines.

9 steps to define design requirements on your project

At the end of the business case stage of the design management in the project lifecycle, the owner should be better informed of all important design related issues and possible impacts on the project business case. Paul Sancandi on what happens during the outline design stage.

Project success plans – planning for success

Setting up projects to succeed in the view of the customer/stakeholder is a critical part of the project manager’s role. PM Oracles looks at how having a project success plan can assist in upfront communication.

Coping with the peaks and troughs of consultancy

Responding to ebbs and flows in market demand presents a continuous challenge for consulting firms tasked with creating bespoke solutions for project delivery.

Peaks and troughs of consultancy—Dean Lewis

Coping with the peaks and troughs of consultancy

Responding to ebbs and flows in market demand presents a continuous challenge for consulting firms tasked with creating bespoke solutions for project delivery. Client extensions, change requests and other project ‘peaks and troughs’ also make managing resources across multiple bids and engagements a complex task.

Author: Dean Lewis
Review status: N/A

Can we automate project governance?

Is it really possible to automate governance when implementing a project planning matrix system? Martin Vaughan discusses workflow versus high level decision-making.

“The business needs to make a decision as to the relative priority of the initiative, assuming it goes ahead. Priorities will always inspire debate and discussion.”

The truth about Gantt charts

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.