You are probably wrong about probability
8 years 50 weeks agoThis is the first of four articles based on Leonard Mlodinow's book, The Drunkards Walk; looking at probability, in the next article we will look at randomness, and then how this affects everything in project controls and business. For example, does the Rugby
PMP Questions – getting a second opinion.
9 years 2 weeks agoMost people when faced with a painful decision such as having a leg amputated seek a valid second opinion! Sitting for the PMP exam is no different – regardless of whose course you have completed testing your knowledge against a different set of reputable questions developed by another person is always a good idea.
Course developers tend to write questions that are answered by
PBS -v- WBS, is there a difference?
9 years 6 weeks agoI was recently involved in a virtual discussion on the Association for Project Management (APM - UK) website around the use and differences between a Product Breakdown Structure (PBS) and a Work Breakdown Structure (WBS). The resulting briefing document produced by the APM is summarised here
What’s the message??
9 years 10 weeks agoA couple of conversations in the last week or so has highlighted the importance of effective communication if you want anyone to take notice of the project information you have carefully gathered and analysed. Good data, good analysis and good information are useless if no one gets the message.
Far too many project controls professionals and project managers think they have done
Measuring Culture - a new dimension for PMOs?
9 years 14 weeks agoOn many occasion we, and others, have defined good governance as balancing the needs of stakeholders and the objectives of the organisation to achieve long-term, sustainable value for the majority, if not all, stakeholders (see: Mosaic’s governance archives). From these considerations, Dr. Lynda Bourne
Why do so many organisations and clients accept bad schedules?
9 years 17 weeks agoThe need for effective planning and scheduling has been recognised for well over 100 years. 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.
The elements needed to enhance the probability of project success are also well known, starting with a skilled project manager and team, with the
Stakeholder’s Don’t Understand Numbers
9 years 26 weeks agoProject controls processes and project reports are full of numbers and calculations and one would think that most project stakeholders, particularly senior managers, would see and understand the numbers in the same way. Unfortunately resent research
Throwing money away!
9 years 30 weeks agoOne of the hardest things to do is to stop wasting money and resources on a losing proposition, emotions, biases and focusing on simple but irrelevant measures can all lead to bad decisions. A proper consideration of ‘sunk costs’ can help eliminate these ‘always wrong’ decisions.
The fact you have spent several months and $thousands on a mission to accomplish something should
Performance Management
9 years 33 weeks agoSome organisations perform consistently well, others don’t! This statement is true of all aspects of an organisation’s performance including its ability to manage projects and programs effectively. Consistent high performance in the creation of value from projects and programs certainly requires the technical capabilities to manage projects effectively (see more on the
