Project management

Every time a project begins, there is a need for a project charter. Projects can arise from the most diverse motivations including, for example, changes to company goals, the need to undertake initiatives to achieve existing goals, internal and external environmental factors, customer needs, technological, political or legal changes, regulatory requirements … etc In short, … Continue reading "How to write an excellent Project Charter"

The working class is changing, and with it the working team. For the first time, in Italy there are up to 5 different generations in one company. This means, for organizations, to manage five (generalized) series of expectations, motivations, attitudes, behaviors and communication styles. Managing multigenerational work teams, therefore, begins to be a priority in … Continue reading "Project manager and the Generational Competence"

When it comes to implementing a Project Management Office, a question arises: “Is another department really necessary?”. In fact, if you are conducting multiple projects, a Project Management Office, or PMO, is practically necessary. The advantages of a PMO are often ignored or underestimated, but having an office like this increases the chances of success … Continue reading "The Project Management Office"

The participation of non-profit organizations in the growth of the industrial sector and in Western societies services has increased considerably in recent years. Some of the social and economic issues arising in the context of sustainable development have already been experienced by this specific type of organizations. However, in the field of Project Management, the … Continue reading "Managing a no-profit project"

Choosing the right Project Management strategy is essential and is the first step towards the success of the project. The Project Managers know this and for this reason, they are always looking for the most effective and efficient way to manage a project, reducing its risks. The task, however, is not simple: especially if we … Continue reading "How to identify the best performing Project Management strategy"

There are so many tools for managing projects everywhere! Each with its characteristics, suitable to meet different needs. In this article, we want to point out those that (for us) are the key aspects, or at least factors to consider, when choosing a project management tool in the company. But first of all, here is … Continue reading "PROJECT MANAGEMENT TOOL – 10 key aspects to make the right choice"

Crashing in project management aims to shorten the duration of the entire project by reducing one or more activities during the life cycle. In concrete, less time can be spent on completing the project, but doing so requires additional investment. Precisely for the greater cost that it represents, the crashing of a project is used … Continue reading "When to use Crashing in project management"

Complaints during the realization of a project are almost inevitable. Of course, you can aim for full success, but also knowing how to handle complaints is an important quality for a Project Manager. The organization requires a consistent methodology of activities aimed at planning costs, resources and the project in general. All with one goal: … Continue reading "How to handle project complaints with negotiation"

Let’s talk about project procurement management in this article. This is not because we want to talk about psychology or counseling, but because we are interested in practical aspects, useful for the project. Projects are not carried out in isolation by the project manager and his team. In fact, most of these require other resources to … Continue reading "Project procurement management: how to manage project procurement"

Managing critical project paths is a challenge for all project managers. In fact, in every project, you can have hundreds of tasks with dozens of dependencies and interdependencies. Although all useful, not all tasks will have a decisive impact on the project. Therefore, it can become very difficult to identify the most important tasks, those … Continue reading "Governing critical project paths without being overwhelmed"

Fast Tracking is defined as a compression technique of the project program with the aim of concluding the project as soon as possible. When it comes to managing project planning, Fast Tracking is a well-established technique used to reduce the time needed to complete a given project. The compression techniques of the project program consist … Continue reading "When to use fast tracking techniques in project management"

Lead and lag indicators are often used in performance management. But what exactly do they mean? Lead and lag indicators are two types of measurements used in performance evaluation in a company or an organization. A lead indicator is a predictive measure, such as the percentage of people wearing helmets on a building site. A … Continue reading "Lead and lag indicator in the scheduling activity"

Project scheduling compression techniques are applied during the development of the planning process if a project is lagging behind its plan. The goal of scheduling compression is to try to compress the schedule without changing the scope of the project. If the scope of the project has not changed and if the project is delayed, … Continue reading "Key aspects for the project schedule compression"

A root cause analysis is a project management methodology that attempts to get to the root of a problem in order to eliminate it. Even if the perfect design plan was realized and if it was executed in an exemplary manner, this would not eliminate all the risks that could arise from the execution of … Continue reading "Root cause analysis"

During project management, the temptation to solve problems in a simple and “silent” manner is frequent. Solve “silently” without, of course, informing stakeholders. But is it really the right choice? Is it worth hiding the truth while managing projects? The temptation, for the Project Manager (as for any human being), is often to take the … Continue reading "Project Management and Truth: an inscendable binom"