November 25, 2015 | Posted by Rich Garling
A Critique of Lanny A. Karns and Lloyd A. Swanson Article “The effects of activity time variance on critical path planning” Table of Contents Abstract Introduction Network Analysis: CPM & PERT Conclusion Abstract Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) are the two most commonly used networking techniques for defining the […]
Categories: Project Management | 
Tags: Change Requests, CPM, Earned Value, Earned Value Management, EVM, PERT, planning, PMI PMBOK Processes, Project Management, Project management Plan, risk, small business, WBS | 
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November 16, 2015 | Posted by Rich Garling
A Critique of Vahid Khodakarami, Norman E. Fenton, and Martin Neil Article “Project Planning: Improved approach incorporating uncertainty” Table of Contents Abstract Introduction CPM and Uncertainty Bayesian Network Conclusion Abstract Because of the unique nature of projects, there may be uncertainties or differences in the products, services, or results that the project creates. By its […]
Categories: Project Management | Tags: CPM, Earned Value, Earned Value Management, EVM, EVMP, PERT, PMI PMBOK Processes, Project Management, risk management, Scope Control, WBS | Comments Off on Project Planning: Improved approach incorporating uncertainty
November 9, 2015 | Posted by Rich Garling
A Critique of Edward E. Douglas’s Article “Effective Management of Project Change Orders” Table of Contents Abstract Introduction Planning for Change Planning and Design Change during Application Build Closeout Conclusion Abstract Scope is the total sums of all the products/services that are required to complete a project (PMBOK, 2013). But even when the scope has […]
Categories: Project Management | Tags: Change Requests, communication, CPM, decision making, Earned Value, Earned Value Management, PERT, PMI PMBOK Processes, Project Management, Project management Plan, risk, risk management, Scope Control, WBS | Comments Off on Effective Management of Project Change Orders
November 2, 2015 | Posted by Rich Garling
A Critique of Shelly A. Brotherton, PMP Robert T. Fried, PMP Eric S. Norman, PMP, PgMP Article “Applying the work breakdown structure to the project management lifecycle” Table of Contents Abstract Introduction WBS Structure Work Packages Aligning with Scope Going from WBS to Scheduling Conclusion Abstract To some the Work Breakdown Structure (WBS) can be […]
Categories: Project Management | Tags: Change Requests, CPM, Earned Value, Earned Value Management, EVMP, integrated marketing strategies, PMI PMBOK Processes, Project Management, Project management Plan, risk, risk management, Scope Control, team building, WBS | Comments Off on Applying the work breakdown structure to the project management lifecycle
July 8, 2014 | Posted by Rich Garling
WBS stands for “Work Breakdown Structure”. Simply put, it delineates the work required to complete the project. A WBS makes a Project Managers life easier, and it ensures a complete understanding of the work required to complete the task at hand. A WBS is the delineation of the scope into work packages and activities required […]
Categories: Project Management | Tags: Change Requests, Earned Value, Earned Value Management, EVMP, integrated marketing strategies, planning, PMI PMBOK Processes, Project Management, Project management Plan, risk, risk management, Scope, Scope Control, WBS | Comments Off on WBS Explained
