PMI Standards Update

6 years 47 weeks ago

Most people with an interest will know that PMI have released the PMBOK® Guide 5thEdition, the Standard for Program Management 3rdEdition and the Standard for Portfolio Management 3rdEdition, with an official publication date ofthe 31stDecember 2012. PMI’s other key standard; the Organisational Project Management Maturity

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Credentails

The Case for a Standard Data Reporting Format in a Massive Multi-Contractor Environment

7 years 2 days ago

 

If my team and I were on a mission to standardize our program control software, we might perform a benchmarking exercise. I firmly believe if we performed such an exercise, we would find that one-hundred different organizations would have at least one-hundred-five software architectures between them. In fact, that may be optimistic.

Schedule and cost control tools have

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A Brief History of Scheduling

7 years 2 weeks ago

 

The science of ‘scheduling’ as defined by Critical Path Analysis (CPA) celebrated its 50th Anniversary in 2007.  In 1956/57 Kelly and Walker started developing the algorithms that became the ‘Activity-on-Arrow’ or ADM scheduling methodology for DuPont. The program they developed was trialled on plant shutdowns in 1957 and their first paper on critical path

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The Scheduling Conundrum

7 years 4 weeks ago

The scheduling conundrum is simple:

We know effective scheduling makes a significant difference to project success and we know what effective scheduling looks like but in most projects, the schedule is ignored, bad scheduling practice is the norm and most projects finish late.

The business of scheduling and its underpinning concepts and theories underwent a revolution in

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schedule

Project task durations

7 years 6 weeks ago

 

Probably the most common action undertaken by project planners everywhere is assigning a duration to a task; most of us do this almost automatically. Generally it is only when a dispute arises that the complex interaction of the factors discussed involved in setting the duration come into play.

There is no universal answer to the question of what is the ‘correct’ way to

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Why Things Don’t Add Up

7 years 6 weeks ago

Last time we learned about Continuous Distributions and how they are described by the Frequency Function.  I also promised to save us from the infinitesimal probabilities represented in the Frequency Function. 

The answer is the Cumulative Distribution Function (CDF), which is merely the area under the frequency function curve to the left of a

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Distributed -v- Consolidated Contingencies

7 years 7 weeks ago

Distributed contingencies are normal in most aspects of project management but often result in sub-optimal use of resources. Typical examples include allowing some safety margin in each CPM duration estimate (eg, setting the durations at an 80% probability), allowing contingencies on a project by project basis for risk, setting budgets with a 90% confidence limit, etc.

A better approach

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project risk

Scheduling For Effect

7 years 10 weeks ago

As the end of 2012 approches, and assuming the world won't end of the 12/12/12 I have a few thoughts for every scheduler’s New Year resolutions.

  1. You can’t change the past, the present is being managed by the project workforce, the only thing you can influence with your schedules is the future. To achieve this, the schedule needs to be an
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My Project Is Making No Progress!

7 years 11 weeks ago

I had a situation recently where a client stated that despite his people working as fast and seemingly efficiently as they could, he was seeing next to no progress reflected in his performance reporting, his end date was pushing out, his efficiency was down, people were asking questions.

Now, it's not uncommon to see under staffed or under resourced projects falling

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The CPI Stability Myth

7 years 12 weeks ago

Undoubtedly the longest running ‘urban myth’ in circulation within the general project management community, arising from US Defence based research from the early 1990s, that the Cost Performance Index (CPI) always stabilizes at the 20% completion and the final outcome will be within 10% of this value and usually worse. This myth has been extended by some authors to all projects in all

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EVM, CPI, ES, EV

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