Logically you would say so. You always get more insight and experience in the scheduling process, and you build on that. But how do you that? For example, higher productivity would not necessarily imply that you became better in planning. In this blog, we describe how you can measure the planning performance of your organization.
Research shows that almost half of all projects go over the end date and exceed the budget, despite the fact that project managers have progress information. Now it appears that project progress reports are often inaccurate. This creates the risk that the project manager takes the wrong decision and therefore cannot manage the project properly in time.
The sales department really wants to land that one project and get it done fast, but is there room for it in the schedule? Despite regular demands made on management to hire more staff, convincing them can be more difficult than expected. After all, we always manage to get things done - just about - with current staffing levels, don't we? In this blog we discuss how you can use the capacity utilization rate to have evidence-based discussions with, say,
Who determines the progress? The project manager or an employee? How to decide if one or the other should do it? How do you ensure that the progress information is in fact reliable? After all, incorrect information can result in serious consequences in terms of meeting the deadline and the budget. In this blog post we will discuss concrete tools on how best to organize progress reporting.
For many organizations, they are only able to see in hindsight what the margin was they achieved for their project, which for many, leads to disappointment. The project ended not being as profitable as they had thought. Even while remaining within the budgeted number of hours. How is that even possible? An analysis showed that they, for example, relied on freelancers instead of internal staff on which the project was budgeted. Or that more senior employees were used, disproportionately, which