Zeus Management Consultants - México

By Harvey Levine

Implementing Project Management

Techniques for Project Initiation
(Part One: Getting Started)
Techniques for Project Initiation
(Part Two: Project Strategies)
Techniques for Project Initiation
(Part Three: Stakeholders & Organizations)
Techniques for Project Initiation
(Part Four: Project Frameworks)
Techniques for Project Initiation
(Part Five: Project Milestone Schedules)
Do You Weebis?
(Clarifying WBS, OBS & RBS)
Why Project Management Implementation Programs Fail
(Taking Shortcuts vs. Diminishing Chances of Success)
Rules for Project Success
(Don't Ignore Your Common Sense!!!)
Implementing Project Management
(Commitment and Training Ensure Success)
Minnesota Smith and the Temple of Unrealized Dreams
(The Search for Automated, Integrated, Enterprise-wide Project Management)
Automatic Project Management
(A Classic Oxymoron)
Project Life Cycles and the WBS
(Part One: Typical Project Life Cycles)
Project Life Cycles and the WBS
(Part Two: Generic Project Life Cycles)
Practical Project Management
(Part One – Organizing for Project Management and Project Initiation Techniques – Tips and Traps)
Practical Project Management
(Part Two – Scheduling – Tips and Traps)
Practical Project Management
(Part Three – Resources & Costs – Tips and Traps)
Practical Project Management
(Part Four – Contingency, Risk Management & EVA – Tips and Traps)
Practical Project Management
(Part Five – Making Project Management Work – Tips and Traps)

Organization Approaches

The Project Coordinator
(A PM Alternative)
Teams, Task Forces & Bureaucrats
(Centralization vs. Decentralization)
Does Your Company Need a CPO?
(A Case for the Central Project Office and a Chief Project Officer)
Tying Rewards to Results
(Defining a Win-Win Situation for the Organization and Team Members)
Where Do We Find Project Managers?
(Internal Expertise May Lead to Better Implementation)
Choosing Project Managers
(Knowledge is Easier to Acquire than Changing Behavior)
The Philosophy of Project Management
(A Mixture of Art, Science, Processes, and Common Sense.)
How to Stimulate Initiative and Innovation in Any Organization:
(Part One: Combating Lack of Trust, Segmentalization, and Aversion to Risk)
How to Stimulate Initiative and Innovation in Any Organization:
(Part Two: The Psychological Contract)
How to Stimulate Initiative and Innovation in Any Organization:
(Part Three: Shared Rewards )
Applying General Wisdom to Project Management
(Psychology is Crucial to Project Management)
Project Termination
(Guidelines and Practices)

Resource Management

Resource Contingency Planning
(Flexibility is a Virtue)
Challenging Conventional Wisdom
(Automated Resource Leveling)

Software Selection

Simplifying Project Management Software Selection
(A Balanced Approach)
Implementing a Computer-based Project Management Capability
(Components for Success)
The Significance of “E”
(The State of PM Tools for the Enterprise)

Project Portfolio Management

Project Portfolio Management
(A Song without Words?)
Bridging the Gap Between Operations Management and Projects Management
(The Important Role of Project Portfolio Management)
Project Portfolio Management is not just Enterprise Project Management
Project Portfolio Management
(The Right Stuff )
Components of a Project Portfolio Management Process
(Part One - Selecting Projects for the Pipeline)
Components of a Project Portfolio Management Process
(Part Two - Managing the Pipeline)
Components of a Project Portfolio Management Process
(Part Three - Executing Project Portfolio Management)
Is There a Gorilla in Your Portfolio?
(Turning Opportunity into Value)
Defining Project Portfolio Management
A Bridge or a Hub?

Earned Value

The Education of Justin Thyme - Project Manager
(A practical explanation & illustration of Earned Value Analysis for Projects)
Measuring the Value of Work Accomplishment
(Part 1: Fidelity in Measuring Accomplishment Value)
Measuring the Value of Work Accomplishment
(Part 2: Can I Use EVA if I Don't Collect Actual Cost Data?)
Measuring the Value of Work Accomplishment
(Part 3: What if the Project Workscope Changes?
Does it Invalidate the EVA?)
Measuring the Value of Work Accomplishment
(Part 4: Managing the Baseline for Phased Projects)
You Don't Have Time for Earned Value Management?
(Try EVM the Easy Way)

PM Misc.

New Names for Old Games
(Rebadging Sound & Proven PM Concepts)
Emerging PSA Solutions
(Caution is Advised as We Wait for Maturity)
Debunking Popular Scheduling Myths
(Do Not Always Apply)
The Project Manager's Bookshelf
(A Broad Survey of Wisdom for Project Managers)
Q & A - Reader Inquiries and Responses
The Laws of Project Management
(They are There for a Reason)
The Changing Face of Project Management
(Benefiting From the Advances)

Project Tracking

Real Time Status vs. Period Data
(The freshest data is not always the best data)

Risk Management

Risk is a Four-letter Word, But Denial is our Biggest Enemy
(Risk Management is an Essential Part of Project Portfolio Management)

Schedule Management

How Important are Schedules and Time Compression?
(Modeling Techniques for Real-Life Projects)
Estimating Task Durations
(A Look into the Methodologies and Psychology of Estimating)
“Plans are Worthless”, says famous general and former President of the U. S.

Visit often as new articles will be appearing!

Harvey A. Levine, with 41 years of service to the project management industry, is founder of The Project Knowledge Group, a consulting firm specializing in PM training, PM software selection, evaluation & implementation, and PM using microcomputers. He has implemented or enhanced the project management capabilities of numerous firms, often combined with the selection or implementation of computerized project management tools. For more information on Harvey Levine or the Project Knowledge Group, please visit http://home.earthlink.net/~halevine/.

Mr. Levine is the leading consultant to the project management software industry and is recognized as the leading expert in tools for project management. He has been Adjunct Professor of Project Management at Rensselaer Polytechnic Institute and Boston University. He has conducted project management public seminars for ASCE, AMA, IBM, PMI.

Mr. Levine is the author of books, articles and videos on Project Management. His latest book, "Practical Project Management: Tips, Tactics, and Tools", has recently been published by John Wiley & Sons. Mr. Levine is past president of the Project Management Institute, a recipient of PMI's 1989 Distinguished Contribution to Project Management award, and has been elected a Fellow of PMI.

Mr. Levine has offices in Saratoga Springs, NY and San Diego, CA. His e-mail address is: halevine@earthlink.net.

Project Management Whitepapers

By Harvey Levine