Project Office Development

Material Procurement Risks Your Project Team Might Miss

Is your organization launching a new facility? Whether it represents an expansion of existing operations, a relocation from a previous site, or an entirely new function for the company, there are a number of risks around material procurement that must be identified and properly addressed before your facility startup project can deliver the expected results.

Why Power Plant Projects Need Real-Time Status Updates| PMAlliance Project Management Blog

Information is one of the core pillars underpinning every successful project. With the evolution of technology and more compute power available than ever before, there’s little reason centers of excellence should continue to rely on data that may be days or even weeks old when it comes to identifying potential issues, forecasting activity schedules, making strategic decisions, and pouncing on opportunities in the marketplace.

4 Reasons You’re Having Trouble Setting A Project Start Date| PMAlliance Project Management Blog

You’ve probably noticed that setting start dates for projects—and sticking to them—is often a challenge. Smaller initiatives may not be as difficult, but bring a large, complex, or high-visibility project to the table and suddenly the prospect of a start date can become downright terrifying for stakeholders. Everyone typically wants the project done and most people are eager to participate in the planning phase, but try nailing down a date when the actual work will start and watch the avoidance behavior begin.

Managing Projects with Multiple Critical Paths| PMAlliance Project Management Blog

Complex projects often have more than one critical path, and in order for the project to reach a successful completion, each of these paths must be carefully managed. Even if the primary path is achieved, a lack of progress on any of the follow-on paths could doom the project to failure in the long run.

Teams that execute these challenging projects need to be mindful of what it takes to manage multiple layers of requirements and actions. A strong awareness of all the paths that make up a project is critical if the PMO wants to ensure that nothing falls behind schedule or drops off the radar.

If your center of excellence is facing a can’t-fail project with multiple paths, it’s important to understand the risks that exists and where opportunities for success can be found.

The risks behind multiple critical paths

One risk often encountered when executing projects with more than one critical path is the potential for tasks outside the primary path to be neglected. It’s easy for the project team and executives to be so focused on the primary critical path that other important issues outside of that narrow scope go unnoticed. Without a course correction, this fixation can cause the additional paths to become critical as well. Milestones might be missed or, as schedule adjustments are made to reflect the project’s progress against the target completion date, activities outside the primary critical path may not be properly re-sequenced.

If activities in one path begin to slip, it will eventually trigger problems for the team and could cause considerable grief to the project. The organization may need to spend more time or money to get progress back on track than was originally estimated. Not only could the project’s completion date be in jeopardy as a result, but the PMO may also go over budget trying to set things right.

The other common risk arises when any of the secondary or tertiary paths overtakes the primary critical path in importance. Occurring most often as a result of failing to adequately attend to follow-on paths, one of these lower-priority paths could suddenly become the most important path when the team realizes they’re dangerously behind schedule or not prepared to execute activities as needed. The primary critical path is then at risk of also falling behind.

Tips to successfully manage multiple critical paths

Driving these complex efforts to a successful completion requires a cohesive methodology that delivers the necessary insight, while also providing the tools to act quickly and effectively.

Robust project controls are a vital component when managing multiple critical paths. The right project management methodology will enable the team to identify problem areas early. With insight into the project’s progress and a knowledge of potential challenges lurking on the horizon, the PMO will be able to maintain sufficient awareness of not only the primary critical path, but also all everything that follows behind it.

Communication is another key to sustaining the right level of connection across all of the important paths that are part of the project. Information sharing should be a focus as the PMO works to balance the needs of the critical path alongside those of the secondary and tertiary paths. Data must flow from the project team up to the executives to ensure everyone is aware of progress and issues. It will also need to be channeled from the leadership group down to the center of excellence. This may be in the form of strategic direction that influences project decisions or activity scheduling, or input to help resolve problems so the project can move forward.

What Can Dynamic Scheduling Do for Your Project Team?| PMAlliance Project Management Blog

Project teams are increasingly aware of the value of using a dynamic schedule to sequence and oversee activities. With the ability to effectively address any schedule impacts by reflowing or compressing tasks to maintain alignment with the target completion date, the center of excellence gains tangible benefits that can help keep difficult or complex projects on track.

Managing the Impacts of Testing and QC on Manufacturing Projects| PMAlliance Project Management Blog

Testing and QC programs are a useful and necessary part of the manufacturing sector, but PMs need to be ready to address the significant impacts these activities can have on projects that are already in progress. Once the results of a testing or QC program are released, the effects on the project can range from delays in downstream activities to changes in the project’s scope. Successfully executing tasks in spite of these impacts—sticking to the target completion date and approved budget—can be tricky. But while juggling mid-project changes is often challenging, there are strategies organizations can use to ensure that testing and QC efforts don’t put the project’s success in jeopardy.

Why Your Manufacturing Project Needs a Work Breakdown Structure| PMAlliance Project Management Blog

Teams tasked with executing manufacturing projects have a lot on their plates. To get things underway as soon as possible, it can be tempting to skip over the development of a work breakdown structure and go right to carrying out tasks. But any perceived time savings gained by avoiding this step will quickly come back to haunt PMs, often in the form of delays, critical activity conflicts, and tasks left uncompleted.

Why Power Plant Projects need Real-Time Status Updates | PMAlliance Project Management Blog

Information is one of the core pillars underpinning every successful project. With the evolution of technology and more compute power available than ever before, there’s little reason centers of excellence should continue to rely on data that may be days or even weeks old when it comes to identifying potential issues, forecasting activity schedules, making strategic decisions, and pouncing on opportunities in the marketplace.

A robust project management methodology enables the team to access the kind of real-time status updates that are critical to success. If your PMO hasn’t yet prioritized the use of real-time data, consider how it could improve the landscape for team members, executives, and the other stakeholders involved in the effort.

Project Management: Stress Vs. Panic | PMAlliance Project Management Blog

Several strategies can be deployed to help PMOs avoid lapsing into panic when the pressure mounts, whether it’s because of an emergent problem or because there simply seems to be too much to do. Knowing where to draw the line is key when balancing stress levels.

IS YOUR PMO TOP HEAVY?

A common problem in project offices is a lack of experienced senior-level staff, but PMOs can sometimes find themselves heavy on leadership but short on other workers. Rather than being a dream scenario, it can actually have the potential to disrupt existing workflows and hinder the team’s ability to achieve success. One concern is that…

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