Blog Archives

Using Earned Value

This post is the continuation of a series of articles I started last year on measuring performance beyond the traditional approach. So if you’ve read”Getting to the Nuts and Bolts”, and the subsequent posts on the WBS, RAMs,and the OBS,

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Posted in Project Control, Project Execution, Project Planning

Organization and RAMs

An Organizational Breakdown Structure. If you read my post “Getting to the Nuts & Bolts” then this is the continuation of that post. I’ll discuss the Organizational Breakdown Structure or the OBS, and the Resource Assignment Matrix or RAM. We’ve

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Posted in Project Control, Project Execution, Project Planning

Getting to the Nuts & and Bolts

The Work Breakdown Structure. In my earlier posts I started to describe all the fundamental organization necessary to use an Earned Value method for performance measurement. I wanted to describe a way to measure how well a team performs using

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Posted in Project Control, Project Execution, Project Planning, Uncategorized

Beyond the “Traditional Approach to Performance”.

The Triple Constraint. One of the fundamental concepts of all project management is the idea of the triple constraint. Since basic project management revolves around this concept, and earn value relies on using the triple constraint I’ll describe it here.

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Posted in Project Control, Project Execution, Project Planning, Schedule Planning, Schedules in Execution, Schedules in Reporting

Adding Value Beyond the Traditional Measurement Approach

The Earned Value Approach In my last post I discussed the traditional way of measuring progress on a project. This approach involved having a PM compare the “actuals” the team members expended on tasks versus what the task was “budgeted”

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Posted in Project Control, Project Execution, Project Planning, Schedules in Execution, Schedules in Reporting, Uncategorized

Measuring Performance – The Traditional Approach

The Traditional Approach For the longest time teams were provided a yearly budget based on the scope of anticipated work and the quantity of people available to work on projects. In my early days as a project engineer, I was

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Posted in Project Control, Project Execution

Are We Performing Yet?!

Some projects never really seem to get off the ground correctly and the teams working the project stay in a constant state of “storming”. Have you ever been on a team that had issues with communications, project deliveries, product quality,

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Posted in Project Close, Project Control, Project Execution, Project Initiation, Project Planning

“Radar Contact Established, Climb and Maintain….”

The most wonderful words to a pilot who has lifted off a runway into instrument meteorological conditions are “radar contact established”. The words confirm that someone at air traffic control is tracking you, guiding you, and helping you reach your

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Posted in PM Musings, Project Execution, Project Initiation, Project Planning

CAMs – Who needs them?

One of the arguments I hear almost daily it seems, is that project management is an expensive proposition. I mean to say that with technical teams at least, there seems to be a perception that the tech leads have it

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Posted in Project Close, Project Control, Project Execution, Project Initiation, Project Planning

Project Schedule Creation – Part 4

This is the last installment of the series on scheduling without using software. At the end of this post if you read parts 1 through 3, you pretty much know the logic that goes into the scheduling process. In the

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Posted in Project Control, Project Execution, Project Planning, Schedule Planning
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