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According to the Critical Chain Project Management method, 50% of the built-in safety margin in projects could go. It is a waste of time and by cutting back, projects could be completed in 3/4 of the normal time. That is a time saving of 25%. To achieve this, Critical Chain Project Management uses the Buffer Management technique.   We estimate way too much I've discussed the causes of this waste of time in the blog 4 time wasters in project planning. It concerns

Continuity and flexibility in the planning organization. Personnel costs are the biggest costs in many organizations. Professional planning can often lead to substantial cost savings, especially in situations where both the organization and the staff are pushed to change. What does this mean for the planning organization and for planners?   Developments 1. The work is more dynamic In sectors where there is intensive staffing we saw an important role for collective duty rosters, especially in the past. Because with these duty rosters, it was

The Standish Group conducts research on project performance every year. It turns out that the majority is not delivered within the scheduled time. The main cause is that much time is wasted by the way in which projects are planned. Employees include a generous margin of safety in the project plan to ensure that they will complete the activity in time. However, research shows that they waste their safety margin. There are 4 causes.   1. The student syndrome If people think they

You often bump into central flex pools, especially in health care, but also in other branches. That is a pool of temporary staff and other flexible employees who are employed in different places in the organization. The staff planning of the flex pool is organised centrally, for example by the planning office or a flexi agency. The goal is to create a safety net to plug gaps in the 'duty roster' in the departments, and to organize the staffing more efficient

Research has shown that almost half of all projects exceeds the end date and the budget. Reports on the progress of projects are often inaccurate. The causes of this inaccuracy can often be traced to lack of project administration of planning, spending and progress. As a result, it generates the risk that the project manager: makes the wrong decisions reports incorrect assumptions can no longer make adjustments in time The 3 basic conditions The basic conditions of a good project progress report are: