We have developed an Enterprise Project Management Office white paper, and we wanted to provide it for free for our loyal blog followers. At 5,000 words and over a dozen graphics, this is the most in-depth content we have ever released free to the public, so be sure to take advantage.
This comprehensive and multi-layered paper demonstrates how the project portfolio delivers your organization’s Mission and Vision, the strategy challenges and solutions, and the execution challenges and solutions.
As we covered in an earlier post, while traditional staffing firms and HR departments are able to successfully fill technical positions, project leadership roles require a multi-tiered approach. This post will cover the importance of the Process and Quality Assurance rungs on that pyramid.
This post will cover how to find and acquire top leadership talent rather than candidates who are merely technically qualified. While it takes a multi-tiered approach to adequately address project leadership needs, talent acquisition is the first and most crucial step.
Traditional staffing companies use a wholesale approach of providing a large pile of “good-enough” resumes. While sifting through some basic functional, on-paper requirements is sufficient for lower-level, technical roles, project leadership positions require a deeper dig. Project success relies on applying these functional skills in real-life scenarios where difficult trade-offs need to be made, which requires a unique combination of leadership, negotiation, collaboration, keen judgment, strong interpersonal skills, and situational awareness. (more…)
Traditional staffing firms are tried-and-true at placing professionals into technical roles, but a different approach is needed to place project managers. PMP certified skills are enough to make a candidate qualified on paper, but the soft skills and nuances that allows project managers to fit in an organization and excel as leaders require expertise beyond most staffing firms.
A multi-tiered approach is necessary to find, acquire, and adopt talent into an organization to ensure success. (more…)
In project management terms, a variance is the difference between the anticipated state of the project and the actual state at a particular point in time. At the beginning of the project, when the planned schedule, budget, scope, etc. have just been calculated, the actual state and the predicted state are exactly the same. There are no variances. This is the point at which the project should be baselined.
As time progresses, the execution of the project may not follow the plan exactly. For example, if a task starts later than it was scheduled to start, there is a difference between the baseline Start date and the actual Start date for the task. The actual Start date is later (greater) than the baseline Start and the difference between these two dates is a positive number – there is a positive variance. As you can imagine given this example, a positive variance is unfavorable. In this case, where a task is late to start, subsequent tasks may also be delayed, and the recalculated schedule may show a Finish delay. (more…)
The following guide demonstrates how you can assign resources in various ways and avoid some overallocations by using tools available through the Assign Resources dialog box. These techniques apply whether you are working with local resources or those from the enterprise resource pool.
We will cover Assigning Resources in the Split Screen View, Using the Assign Resources Dialog, Assigning Multiple Tasks to One Resource, and Assigning Multiple Resources to Tasks.