Primavera P6 Professional version 21 introduces a powerful new feature that allows you to highlight different types of critical paths – making it easier than ever to analyze project schedules from multiple perspectives.
If you manage a portfolio of projects in Primavera P6 and would like to geenrate a report that shows the baseline details for multiple projects in the portfolio, then you might find the steps outlined in this video useful. The report shows the following details (grouped by original project name, i.e., the original project on which the baseline was created.
The default method of grouping tasks in Microsoft Project by Summary Tasks (WBS) works perfectly well for lookahead schedules, however adding another lookahead schedule View with tasks group by dates can be useful to the project team
At the beginning of my project management classes, I ask participants if they have any big, burning questions. Accountability always tops the list. Project managers face challenges when team members do not complete assignments on time or when stakeholders delay critical decisions.
Amid swirling rumors that Mark Twain was gravely ill, a journalist wrote to inquire about his health. The ever-witty Twain responded, “Reports of my death are greatly exaggerated.” Numerous articles, videos, and blog posts have declared, “Agile is dead!” Agile is not dead; it is evolving.
Earned Work Management is a lightweight, approach-agnostic project performance measurement system that supports Waterfall, Scrum, and Kanban. This allows organizations employing different project approaches to measure project portfolio performance consistently.
Meteorologists are better at predicting the weather than project managers are at delivering projects. About a third of projects are delivered on time, on budget, and with the desired scope. By contrast, a seven-day forecast is accurate about
Project managers ascend the career ladder based on accumulated experience-derived wisdom and managing progressively larger and more complicated efforts. A typical trajectory involves moving from managing projects to programs, portfolios, and project management organizations. Success at one level is not a guarantee of success at the next. It is the classic case of “what got you here will not get you there.”
Stakeholder alignment—or lack thereof—can be the difference between project success and failure. In today’s dynamic business environment, projects face multiple stakeholders and constituencies. Often, these groups have competing or divergent interests.
Hybrid projects are not constrained by a single methodology or well-defined framework. By definition, they are a melding melding of practices. A huge responsibility accompanies this unbounded freedom of choice. Project managers must clearly describe how the project will be executed to be successful.