Control Your Project

Managing Resources Keeping a project running means maintaining the facilities, tools and especially the team on your job. How do you keep the project going successfully when you replace team members or bring in someone new? Staff changes mean training, educating and team building. New people need to know the necessary skills and disciplines to do their jobs. They'll need training, but that's not all. Newcomers should know the project history before they plunge in. Tell them how the project came about and where it's headed. Finally, encourage new participants to work with others as a team.

gantthead articles Pages: 1 2 next> Suited Up? - by Paul Harder (June 27, 2002) A trip to the mailbag results in a valuable lesson on setting up a company's organizational structure to be better suited for project portfolio management. The Governance of Project Management - by Jim Harris (May 13, 2002) Simply put, the project contract is the governance of the project. Here's to a better understanding of the ties that bind. Defining The PMO Role: The Quest For Identity - by Mark E. Mullaly, PMP (April 8, 2002) Organizational politics aside, the greatest challenge that most companies face is to define what the PMO's purpose should be, and why it is being created. Here's a look at the broad range of services that the PMO might offer. Putting the P in PMO - by Jim Harris (December 26, 2001) What is the P in PM, and, for that matter, PMO? What is really being managed, project, program or portfolio? This article explores the murky environment and a possible new direction for the PMO of the 21st century. Let's Get Fiscal! - by Jim Harris (August 22, 2001) Cost management is probably the most critical project function of a project from its start to its finish. This process includes identifying required resources, costing the needed resources and controlling expenditure of budgeted costs. Do you have what it takes to get your arms around costs? Read this article, and let's get fiscal. Using and Managing Contingency: Part 3--Resource and Scope Contingency - by Harvey A. Levine (March 12, 2001) In this conclusion of a three-part series, the author posits that contingency planning is essential for establishing attainable and manageable schedule and cost targets. However, contingency can be applied to resources and work scope, as well.

downloads Pages: 1 2 3 4 5 6 7 8 9 next> Project Experience Checklist When you are putting together a project management team, you need to know who has what skills as well as experience. This form will help you inventory what each team member brings to the table. Project Skills Scorecard ( Evaluation Form - Template ) Does every member of my team have what it takes to get the project done? Find out. Use this skills scorecard. Staff Burnout Assessment ( Evaluation Assessment - Template ) As a project manager, you are certainly under stress. Certain projects just take it out of you. These same projects could be taking it out of your project team, too. Your people could be burning out. Use this assessment sheet to rate your project team and see who really needs a vacation or perhaps a job reassignment. Project Job Profile ( Log - Template ) This two-page form will give you a quick overview of your project's essential information and statistics. Cash Flow Business Valuation Model ( Template ) Here's a discounted cash flow model for a complete business. Find out fast the market value of company assets. Capturing and Controlling Project Costs How to make sure that all costs are reflected against the project.