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Conference Paper Portfolio Management, Quality Management 3 October 2002
Seminars & Symposium
Of benchmarks and scorecards
By Brown, Alex S. More and more, "project management" is becoming "project portfolio management", requiring senior project managers to report upon a wide variety of projects. Producing a consolidated view of…
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Conference Paper Lessons Learned 3 October 2002
Seminars & Symposium
Balancing the long and short-term knowledge requirements of a project-based organization--determining the knowledge of contribution required for a project
By Barry, Marie-Louise | Küsel, Thomas | Strydom, Johan The purpose of the paper is to propose a method, which enables project managers to plan projects more effectively in a knowledge intensive technology organization (KITO). The method enhances the…
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Conference Paper Portfolio Management 3 October 2002
Seminars & Symposium
A proven project portfolio management process
By Miller, Jean Achieving corporate objectives through projects means that organizations must ensure that they are not only doing things right but also doing the right things. But even those organizations that…
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Conference Paper Teams, Leadership, Stakeholder Engagement 3 October 2002
Seminars & Symposium
Solving people problems
By Flannes, Steven W. | Flannes, Steven | Levin, Ginger When everything else is said and done, your biggest challenge as a project manager is dealing successfully with people. People problems can be messy, uncomfortable, and nasty, but there are methods…
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Conference Paper Time Management, Strategy 3 October 2002
Seminars & Symposium
Planning and scheduling
By Moylan, William A. Planning and scheduling are distinct but inseparable aspects of the successful project. Planning selects policies and procedures in order to achieve objectives; scheduling converts a project action…
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Conference Paper Time Management, Benefits Realization 3 October 2002
Seminars & Symposium
Earned Value Management: From Data Analysis to Executive Action
By Udell, Ellen B. Although many practitioners who believe that the true contribution of earned value (EV) is its capacity to identify cost and schedule variances, many also complain about EV’s shortcomings: It cannot…
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Conference Paper Quality Management 3 October 2002
Seminars & Symposium
Common tools, uncommon results
By Stout, Penrose Vass The concept is simple: Take principles of project management as embodied in the PMBOK® Guide, merge them with tools commonly found on PCs. Add the discipline to use the principles; add a leavening…
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Conference Paper Time Management, Benefits Realization, Earned Value Management 3 October 2002
Seminars & Symposium
Integrating scheduling and earned value management (EVM) metrics
By Sparrow, Harry Unlike traditional accounting-oriented project progress measures, earned value management (EVM) enables project managers to obtain more detailed and more objective indications of actual project…
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Conference Paper Outsourcing 3 October 2002
Seminars & Symposium
Vendor selection process as predictor of project success
By Elms, Deborah T. As buyer of products or services, how can you improve your evaluation process? As a seller, how can you protect yourself better from the possibility of failure? This paper presents key factors in…
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Conference Paper Technical Skills 3 October 2002
Seminars & Symposium
The use, usefulness and support for project management tools and techniques
By Besner, Claude | Hobbs, J. Brian The research that is reported here aims to answer the following questions:*What are the relative frequencies of use of the different tools and techniques?*Which tools and techniques do practitioners…
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