Float or slack, when present, is an important asset to any project. It provides flexibility in the project schedule and as an important asset should be managed carefully. But how can project managers go about more evenly sharing a project's float?
A few years ago, I came across the concept of 'Watermelon projects'; projects that are green on the outside but red at the inside. It can be observed as part of the summarized management reporting structure - the higher up the ladder the greener the project gets.
We are excited to announce the latest release of Safran Project, v7.2. Here's an idea of just some of the new capabilities in this release.
Very few projects are ever completed according to the original plan and budget. Change is inevitable, but mandating that proper change control processes are in place can help minimise their impact.
A baseline is an important element of project management. Without a baseline, there will be no performance measurement and no earned value analysis for your project.
A sound principle of project management is ensuring the baseline is set at the planning stage and not altered later on unless due authority is received from the project owner. When revising the baseline make sure the original and any previous baselines are not lost. A proper baseline process earns value and credibility for the project.