Showing 1–8 of 37 results

  • “Most Projects Most of the Time” Makes Little Sense


    The predominant Project Management literature (which we call Dominant Project Management) promotes a single set of Guidelines, Principles, and Best Practices that it insists can be equally valuable to “most projects most of the time” —regardless of industry or project type.  This article presents powerful argument as to why the Dominant Project Management model is not well-suited for the Construction Industry.

  • A Meeting of the Minds


    Professional Schedulers know that the best, perhaps only, way to end up with a Project Schedule that the Project Team will want to follow, is to secure their participation in Schedule Development. This engagement is achieved through a meeting called a Logic Development Session. This article shares tricks-of-the-trade from a seasoned Scheduling Expert, in which he offers step-by-step guidelines and suggestions on how to host and conduct Logic Development Sessions that will win the approval and applause of the Project Team.

  • Activity Codes or WBS: Which is Better?


    If you want to be entertained, grab some popcorn (or a beer) and then ask any group of Professional Schedulers: “which is better, Activity Codes or Work Breakdown Structure.”  But you had better step back, because the sparks will fly. This article poses the question, but does not get too deep into a technical answer. That is because each methodology has its advantages and disadvantages. Of course, there are several other options besides these two, and the article names a few.

  • Collaboration, Coordination, Cooperation, and Communication


    When you cut to the chase, Project Management boils down to Collaboration, Coordination, Cooperation, and Communication. And the primary Project Management tool that facilitates all four of these areas of managerial focus is the Project Schedule.

  • CPM: Constant Perfection Method


    The Critical Path Method is the universal standard for Construction Planning and Scheduling . Yet, few Construction professionals (even including Project Managers and Professional Schedulers) realize the extent to which the preponderance of assumptions built into a CPM Schedule are ridiculously unrealistic. This article dares to pull the threads on those assumptions.

  • Critical Path Myth, Part 1: CPM Fraught with Uncertainty


    Critical Path Myth pulls back the curtain and dares to reveal the truth about the CPM Schedule as a key Project Management tool used to plan, schedule, and successfully complete Constructions Projects. While the Critical Path Method is a legitimate cornerstone of modern Construction Project Time Management, it is not without its limitations, both inherent and super-imposed.

    In Part One of this three-part article, we learn that the Critical Path Concept is fraught with uncertainty. By examining the facts we will conclude that the widespread allegiance that the Critical Path Concept enjoys is not justified.

  • Critical Path Myth, Part 2: CPM Implementation Counter-Productive


    Critical Path Myth pulls back the curtain and reveals the truth about the CPM Schedule as a Project Management tool. In Part Two of this article, we examine the practical applications of the Critical Path Concept and find that, all too often, they introduce further deficiencies and convolutions.

    Said bluntly, the ways in which we employ the Critical Path Concept has only made matters worse for the Project — by actually elongating the Project Schedule and squander resources.


  • Critical Path Myth, Part 3: CPM Weakened as Project Time Management Tool


    Critical Path Myth pulls back the curtain and reveals the truth about the CPM Schedule as a Project Management tool.

    In Part Three of this article, we examine how the Critical Path Method has been knee-capped by formalization efforts intended to govern how CPM Schedules are developed and used on Construction Projects.

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