Archive | 2013

Cost is a useful proxy in some contexts, but mostly its misleading

When we start putting together a project we identify costs. Costs are a required input to the business case’s Cost Benefit Analysis. As we manage a project we record costs incurred. Costs incurred must be affordable and settled in a timely fashion BUT Nothing in incurring costs guarentees creation of value Nothing in incurring cost […]

The journey to benefits in one page – broader than the PMBoK or PRINCE2

Scope The scope of P2 and PMBoK are from well formed project definition to transition of deliverables. A marked contrast to the scope of benefits management: from nascent ill-formed idea competing with other demands on capital to steady future_state_business_as_usual (fs_bau). The longer journey to fs_bau includes the shorter. The operational manger’s tool kit needs tools suited to the whole […]

What do PRINCE2 & PMBoK Guide Give us?

PRINCE2 provides a control structure that channels delegation and escalation to the right people at the right time. P2 tells us what the right information is but not how to create that information. PMBoK provides tools and techniques that if used well in a timely fashion create the information that P2 tells us we need. […]

Framworks and Tools For Sucesful Projects

The guidance within PRINCE2(r) & PMBoK Guide(r) is necessary but individually insufficient for project success. When taken out of the context of an exam for an individual and restored to the position of guidance on how to collaborate the contents of both are vital, complimentary and almost entirely different. Gaps & Value in PRNCE2® & PMBoK Guide® […]

Principles of Estimating

Estimating is a very poorly understood topic, it is a discipline that is expensive to do well and even more expensive to get wrong. [ See the complete free course here – flash-player or here-html5 for Apple devices] A few simple principles and practices untangle the Gordian Knot Simon’s Estimating Principle Number One: Accuracy is […]

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