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In order to conduct organizational activities and manage projects in an orderly manner, organizations are established in various structures. Likewise organizations, projects involve many tasks from human resources management to budgeting and scheduling activities. Therefore a weak or rigid organizational … Read more
Enterprise Environmental Factors (EEF) and Organizational Process Assets (OPA) are the inputs of the project integration management processes. These concepts have extensive coverage in the PMBOK Guide. Both concepts are easily understandable however, many PMP aspirants have difficulty to understand. … Read more
There are many forecasting tools and metrics used to calculate the future performance of a project. Schedule Variance, Cost Variance, Budget at Completion and Earned value are some of them. Likewise, other forecasting tools, Estimate at Completion (EAC) helps to … Read more
The success of organizations is dependent on the profitability of projects that they select. Once an opportunity has appeared for a project, there are several reasons that need to be analyzed before an organization decides to take it up. Project … Read more
The Expected monetary value analysis (EMV) is an important concept in project risk management which is used for all types of projects to make a quantitative risk analysis. As a risk management tool, Expected monetary value (EMV) helps to quantify … Read more
Four weeks before practical completion on a hospital refurbishment — somewhere around £28m contract value — the structural and M+E lead engineers were called into a joint session to address a coordination failure that had been building for months. Both … Read more
The best risk register I ever worked with was on a water network programme in West Yorkshire — around £60m, pipeline replacement across three district zones, 14-month delivery window. The risk owner column had names. The response column had specific … Read more
On a road infrastructure programme I reviewed in 2021, the project manager had drawn £47,000 from management reserve to cover a concrete supply disruption. The risk was on the register. It had a probability, a cost estimate, and its own … Read more
I spent eight months as a project coordinator on a programme that had genuine executive support, a realistic budget, and a project manager who knew what he was doing. It still ran 14 weeks late. The reason wasn’t technical complexity … Read more
I’ve reviewed programme schedules where a planner had entered positive lag when they intended lead — the dependency type was right, the value was wrong, and the project completion date was sitting 12 days further out than the plan required. … Read more
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