Project managers often face the problem of project delays which typically results in the team having to put in long days and increased effort towards the end of project. However, one way to realize time control in a project can be accomplished with a very simple technique. This article is aimed at providing an explanation and takes you through a practically example you can apply.

This article is aimed at providing an explanation and takes you through a practically example you can apply

Probably one of the most commonly asked questions for Executives and Management is “what do I get from the investment in improving project management?” This case study provides an insight into some of GBMC’s experiences of return on investment that can be expected from developing project management.

Siemens Turkey introduced the ‘Corporate Innovative Projects’ initiative in form of an internal project completion (named ARGO). This program’s main objective was to instigate “out of the box ways” of managing short term internal projects with a view to improve end-to-end project performance across the organization.

This assignment is in progress and limited information can be released. The areas of the assignment include A380 and A320 series aircraft programmes in several areas.

Design, development and implementation of a complete programme to identify the skills, competency and job descriptions for a project management function of over 4000 people

Energy Market Company (EMC) is the exchange for wholesale electricity trading in Singapore, providing a transparent and competitive trading platform and transacting over S$6 billion of electricity products annually.

CCHBC is the world’s second largest bottler of Coca-Cola. Due to its fast growth in Central and East Europe, it became necessary to derive synergies from the various operations of the company through re-organisation.

CSM is a global and leading provider of Bakery Supplies. See how GBMC makes project management live, real and practical

Implementing improvements to the Project Management practices following the merger of GlaxoWellcome and SmithKline Beecham including harmonizing and supporting the new PM culture and vision.

Implementing Project Management development in the areas of training core project managers, assessment of procedures and guidelines, implementation of new procedures, mentoring of Senior Managers, creating awareness

Implementation of a ‘Project Based Approach’ in the State Organisation and the development of the State Government’s project Management competencies