The arrow diagramming method is one of those scheduling techniques that most project managers learn for the PMP exam and then rarely use in practice. I learned it properly for the exam, promptly forgot the details once I passed, and … Read more
By 2014, GE’s stock had been roughly flat for a decade. The company that Jack Welch had built into a six sigma in project management flagship was struggling to grow its industrial businesses, losing ground in technology, and eventually facing … Read more
I failed a practice PMP question on close procurement vs close project the first time I saw it. Not because I hadn’t read the material — I had — but because the question was asking about sequencing and I’d been … Read more
Lean six sigma principles are one of those things that look straightforward on a training slide and turn out to be genuinely hard in practice. The principles themselves — define value from the customer’s perspective, map the value stream, create … Read more
The projectized organizational structure is the one that gives project managers the most authority and the one that creates the most difficult problem for organizations to solve: what happens to the team when the project ends. Most descriptions of projectized … Read more
A few years back I was part of a process review on a batch manufacturing line — the kind of situation where the control chart vs run chart distinction stops being theoretical. The quality team had been chasing a variation … Read more
There are roughly a dozen formulas in the earned value management formula set. Most EVM training presents them in a tidy sequence — PV, EV, AC, then the variance formulas, then the indices, then the forecasting formulas — as if … Read more
Decision tree analysis is one of those project management tools that looks more objective than it actually is. You draw a tree, assign probabilities, calculate expected monetary values, and the math produces a number — which can feel like a … Read more
Most project teams document their assumptions and constraints at initiation and then forget about them. The assumption log gets created, added to the project charter, reviewed by nobody, and filed. The constraints section lists the obvious ones — budget, schedule, … Read more
The PERT method gets taught a lot and used surprisingly little. Most project managers encounter it once, learn the three-estimate formula, and then go back to Gantt charts for everything. That’s not entirely wrong — Gantt charts handle most situations … Read more
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