Assumptions and risks are embedded in our daily lives. We expect the day will unfold as planned, and risks will not materialize. Most of these assumptions are benign, like thinking the weather report will be accurate; or no major calamities will occur.
Large enterprises struggle to manage their project portfolios effectively. They fall prey to the fallacy of optimizing resource allocation. Or simply stated, they focus on making sure everyone is busy rather than getting things done.
While one can update Actual Start and/or Actual Finish dates in Microsoft Project by displaying these columns, my preferred method is using the Task Details Form which is very similar to the Activity Details Form in Primavera P6.
In this short video, I show how to enable and use the Task Details Form to update actual dates for project tasks.
Selecting a project management approach and framework is complicated. Not that long ago, it was like buying a Model-T Ford; you could have any color you wanted, as long as it was black—our only option was Waterfall.
Today Waterfall is still a choice. There are also multiple Agile frameworks, or you can mix-and-match and go Hybrid. So many choices. How do we choose?
Project management theory established the Triple Constraint (aka, the Iron Triangle) as the key to project success. If the scope is known and fixed, then the schedule and cost must adjust to accommodate scope changes.
Everyone tells me they are busy. They are on video or conference calls from morning until evening. On average, workers receive over 100 emails per day and send at least 40. A common complaint is, “I spend my entire day meeting and doing email; and have no time for my ‘real’ work.”
Referred article on DCMA 14 Metrics, from Deltek website, regarding DCMA 14-Point Schedule Assessment:
https://help.deltek.com/Product/Acumen/8.6/GA/DCMA%2014%20Point%20Asses…
Modern management theory is built on the premise of trust. If management creates a values-based culture, employees will make the “right” decisions. Douglas McGregor described Theory X (not trusting) and Y (trusting)managers. The 1950s were an inflection point where the nature of work and management practices began to shift.
Modern management theory is built on the premise of trust. If management creates a values-based culture, employees will make the “right” decisions. Douglas McGregor described Theory X (not trusting) and Y (trusting)managers. The 1950s were an inflection point where the nature of work and management practices began to shift.