Project management

Studies have shown that around 80% of all projects are not completed on time, on budget or with high quality.

The reason for this is not because the steps of a project were planned in the wrong sequence, or because the resource plan contained errors, but rather due to the fact that certain dynamics and unforeseen incidents were simply not taken into consideration.

Few project managers know how to handle this type of thing. Classical examples include: the trap of multitasking, the advantages of the critical chain vs. the critical path, and the identification of constraints (Theory of Constraints by E.M. Goldratt). Nevertheless, certain dynamics, such as a learning curve within a process, diminishing motivation, the consequences of late changes on specification, etc. are seldom dealt with properly.

The MODELER addresses these dynamics-especially the PROCESS MODELER. The latter even allows us to import projects from MS Project and Projectron.

Another useful feature of the MODELER is the way that we can use it in projects to both enter and structure information through links to documents and Internet sites. We can even track discussions with the MODELER's annotation feature.

How to master complex projects (e-book, free of charge!)