2 Killer KPIs for forecasting in projects
Forecast planning and budget variance. There are, of course, numerous ways to analyse your projects. Budget vs. actual, planning vs. actual, spending variances based on percentage completed, and so on. And all are valuable, but only aimed at looking at the past. Not that looking at the past is wrong, because this is how you will learn when budgeting and planning future projects. But during your projects, you would mostly like to look ahead. You want to know where you will end
Flexibility is the norm, but in sustainable form
On the way to a ‘Smart High Performing Organization’. There are more and more signals that the future labor organization without far-reaching forms of flexibility will not last long. The discussion on flexibilization focuses mainly on the distinction between 'bad' and 'good' flexibility. This blog contains a number of topics on what will now be called 'sustainable flexibilization'. The importance of a ‘Smart High Performing Organization’ Organizations have to deal with more and more dynamics, complexity and unpredictability. The cause of which lies
Planning in a shrinking organization
Grip on shrink through innovative planning If the demand and/or turnover drops, structurally, we speak of shrinkage. In a shrinking organization you need to get a grip on the biggest expenditure, namely the employment of employees. We explain our vision on shrinking below, from the perspective of employee planning through innovative plans. Calculation example There are 9 day shifts run on a department, from Monday to Friday, each of 8 hours. To do this, you need 10 employees who all work full time. 9
50% safety margin may go
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
The planner as a driving force
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
4 time wasters in project planning
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
Why central flex pools do not work…
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
3 preconditions of project progress reporting
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: