I’ve found Acumen fuse becoming more important and pivotal to the project as the scope and estimate mature. This becomes especially true when accompanied by increasing details and complexity of the schedule. It can perform a repeatable and consistent analytical review of the project schedule, a much-needed handle during gate reviews, cold eyes evaluation, interactive planning, strategic sessions, risk assessments, quantitative analysis, schedule cleansing, and more.
Program management is the process of managing several related projects typically to enhance an organization’s outlook, better its industry reputation, to improve overall productivity and to avail of long-term opportunities. I would like to re-share with you today one of the approaches I’ve formulated and used in achieving Program Schedule Integration in the not too distant past.
Management of interdependent multiple projects calls for an integrated approach. Interdependent in a sense that some activities of one project cannot start or finish without the predecessor project activities from another project or supporting group started or completed. For small to medium size program portfolio, effectively managing the overall and overarching schedule can still be quite challenging for Project Managers.
I have always wanted to write about risk-based management principles in a poetic form. The uncanny characteristic of a poem to send information with amazing clarity catches our senses so that we suddenly become more receptive. We listen more and even unconsciously let down our guard. Our biases disappear to consider the intended message.
It is my prayer that many of you will be spending some great time with your respective close families and friends. In all the upcoming festive gatherings, make sure you don’t forget the grandparents who started you all! They are very much a part of each family unit that came to be. They’d be thrilled with even just a call from their kids and of course, from their loveable, innocent and amazing grandchildren.
Enjoy a few days with the people you truly care about. Share traditional foods, common table, good-natured jokes, lessons learned, unforgettable experiences, plenty of hugs, heart-felt embraces full of affections, forgiveness, and love.
The absence of family makes one sad, most especially during Christmas holiday. It is a difficult situation where a good friend can be a life-saver. Here’s wishing everyone in need on such an occasion to find a pair of helping hands, a just, good friend for this holy season.
God bless us all!
Sir Winston Churchill once said, “Fear is a Reaction. Courage is a Decision.”
Such a statement makes me appreciate more of our fallen heroes. The awesome pride and inspiration they brought to those who survived strengthened the resolve of all freedom-loving people of the world. Quite clearly, nations remembering their fight to preserve liberty for future generations make all emotionally happy. We are all fortunate recipients of their ultimate sacrifice. God bless their souls!
In today’s modern world, courage has taken a variety of forms in pursuit of certain subterfuge goals. Sadly, unbeknownst to many, they’re being led as sheeps to a slaughter. As a reflection, let us all be vigilant! We need to open our eyes, ears, and mind before making any life-changing decision, especially something that might adversely affect our nation and the world. Make it doubly sure that we are after something real, based on truths and goodness.
I have always wanted to write about risk-based management principles in a poetic form. The uncanny characteristic of a poem to send the intended message with amazing clarity catches our senses so that we suddenly become more receptive. We listen more and even unconsciously let down our guard. Our biases disappear to consider the intended message.
Today, I am happy to share some segments of that original 18-stanza rhyme poem of (8-6-8-6 metric). The poem wants to present the fundamental concepts of risk in simple terms that even children can understand.
Project forecasting provides useful insights on the final cost. As such, along the way, as you periodically progress the project, you’ll want to know and re-assess the Estimate at Completion. It gives all a glimpse of the possible outcome that boils down to the project’s probability of a successful outcome or failure. I know of no singular formula to calculate EAC because there were several of them.
Being a risk manager himself/herself, a project management professional’s task is to improve the project’s predictability, enabling the project to make an accurate forecast whenever needed. In this, high quality inputs, recording vital information, data monitoring, administrative controls, and analysis are critical to achieve a successful forecast from which informed decision can emanate. Project cost projection (EAC) has to be based more on facts than assumptions to be useful! One must avoid the temptation of even thinking that forecasting as just a good guess, a gut feel, and/or a number exercise!
Open ends are great indicators of missing scope/s, incomplete and/or missing planning inputs. The solution is to tie all valid network activities in the right sequence, according to the approved project execution plan and path of construction.
A good schedule is a well-tied schedule and a well-tied schedule signifies complete scope.
Source: Frago, R. (2015/2017).Plan to Schedule, Schedule to Plan.ISBN 978-0-9947608-2-1.Canada.
A recent query from a colleague inspired me to write this short article on the subject of danglers, i.e. schedule danglers. I hope my humble insights will be useful.
Open start danglers are activities where the only predecessor is either Finish-to-Finish or Start-to-Finish, resulting in an open start to the activity. They are also known as “dangling activities.”
The number of activities with open start (danglers) should be zero.
The project scheduler should use Start-to-Start and Start-to-Finish links sparingly. Tie each activity end completely and properly to avoid danglers.
Read the full article by clicking the hyperlinked button below.
Project’s request to restrict access of other Users to their project schedules & portfolios seemed to have failed. Unauthorized access remains a problem. Contractors working concurrently in the same database were able to sometime see the client’s schedule and modified certain critical attributes despite the security protocol being enforced. Worst of all, one schedule was completely deleted by someone and have to be recovered from the back-end by the Database Administrator through the existing back-up and recovery protocol.
Dorothy was checking Marco’s security access because he couldn’t add resources and found that all his projects have the Responsible Manager’s Code set to the Contractor’s OBS code. She figured that Marco might have used the contractor’s original schedule as a starting project file in developing his project schedule.
Back in June 2010, Primavera User John and Mark had put together a schedule that sat on the back burner while the Project team worked on other priorities. When it came time to set the baseline, John and Mark decided to do a quick check to make sure nothing had changed. Mark hit the F9 button and about 80% of the activities moved to the right. The dates moved by 4 to 20 days.
The two of them checked the calendar they were using but they were fine. The Primavera database Administrator checked who else was using the calendar and the schedule and found that only John and Mark were given direct access to this schedule.
John now went back to the schedule, changed some lags and logics trying to correct the schedule discrepancies. The effort took more than a day to complete, time which the project really do not have. What has gone wrong?
Find out what happened. Read the full article by clicking the hyperlinked button below.
Digital transformation is all around us, whether it is depositing a cheque by phone, asking Alexa to turn down lights in a room, or smart kitchen devices sending cooking progress via Bluetooth. Using remote sensors and analytics to capture data and discover valuable insights about customers, assets and suppliers has opened a frontier for new innovative services and approaches to doing business.
Broadly placed under the term digitalization, this development gives an organization better visibility into their operations and more control over outcomes, saving much time and effort while reducing human error and improving the overall customer experience and service quality. Is there a business case for digital transformation of utilities that operate vast system of assets and deliver vital services to many customers?
As digital applications become mainstream, it is getting vital for the utilities to have a digital strategy to effectively manage the increasingly complex nature of their networks and services.