INSIGHTS

The ability to effectively plan, coordinate, and execute complex activities involving numerous stakeholders and resources has a direct impact on the bottom line and overall efficiency of an organisation.

Scope creep can be one of the most challenging aspects of project management. It occurs when the project’s scope grows beyond the original parameters, leading to missed deadlines, increased costs, and a host of other issues that can impact the project’s success.

One of the easiest standards to implement by far is setting up a logical Naming Convention for our projects, folders, filters, layouts, schedules etc.

The SPI or schedule performance index measures your project’s progress against planned. This one is mentioned in most schedule update meetings you will attend & also quite often in reference to contractor performance.

Earned value represents the value of the actual work completed to date. Imagine your client asks you to stop all work on the project today, EV tells you the value your project has generated so far.

You have probably heard Earned Value Measurement thrown around a lot if you work in a project management or shutdown management position. So, what does it mean, how do we calculate it and how do we use it?

As per the PMBOK Guide, “Planned Value (PV) is the authorised budget assigned to work to be accomplished for an activity or WBS component.”