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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
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
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
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
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
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
Something bothered me for a long time about how earned value management gets taught. Pick up any earned value management example or training material and you’ll find the EAC formula — Estimate at Completion, the forecast of total project cost … Read more
Stakeholder identification has a specific, consistent failure mode that most guides don’t name directly: teams identify the stakeholders who are already visible and stop there. They find the sponsors, the clients, the obvious user groups, and the departments that raised … 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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