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The article, titled "On the Subject of WBS or BRM," is a letter to the editor written by Crispin Piney in response to Dr. Kenneth Smith's musings on work breakdown structures (WBS) and the value of assigning weights to milestones. Piney analyzes Smith's example of the Public Health Project and proposes a benefits map (BM) as an alternative approach to organizing components and determining their contributions to the target benefit. Piney argues that milestone weighting is important for tracking progress in programs, but it should be based on a valid representation of how each milestone contributes to the goal. The benefits map can serve as a planning tool and facilitate communication among team members and stakeholders. [Extracted from the article]

This document is a letter to the editor of the PM World Journal, written by Crispin Piney in response to Stephen Devaux's paper on the Program-Level Breakdown Structure. Piney agrees with Devaux's ideas but offers some additional perspectives. Piney suggests that the confusion around the term "project" could have been avoided if more thought had been given to naming the categories of project management. Piney also discusses his own approach to program scheduling, which involves defining the overall objective of the program and using a "benefits map" to determine the schedule and evaluate options. Piney emphasizes the importance of visual tools, such as benefits maps, in allowing stakeholders to see the big picture and optimize the realization of benefits. Overall, Piney believes that combining Devaux's concepts with his own approach could improve the success rate of programs in various domains. [Extracted from the article]

The article titled "On the Subject of Better Progress Measurement" discusses the importance of accurately measuring progress in projects. The author highlights the need for clear definitions and measurements of progress, particularly in terms of how distance is measured. The article also explores the use of weighted milestones as a more accurate way to assess progress. The author proposes an "Earned Benefit-Value Method" that links progress to the expected benefits of the project. The article concludes by discussing the role of metrics in measuring progress and the importance of choosing the right approach to provide a realistic view of progress. [Extracted from the article]

The objective of this article is to determine whether a set of project management principles can be identified to serve as a common framework for developers and publishers of project management standards and guides. Twenty-two project management standards and other consensus documents were reviewed, revealing a common understanding across the globe of the requirements for effective project management. Potential statements of principles were extracted and clustered into four categories. The validated principles identified in each category were rewritten in a prespecified, consistent form. The resulting set of 12 principles should serve as a common basis for future standards and guides. [ABSTRACT FROM AUTHOR]

This article builds on all of the ideas described so far in this series, to provide an innovative and powerful tool for forecasting, optimizing and tracking the actual business performance of programs and their contribution to benefits realization over time. [ABSTRACT FROM AUTHOR]

The article analyses the practice of project risk management with respect to several features of quantum theory including uncertainty, indeterminacy and entanglement, and discusses the principle of Q-Uncertainty in quantum mechanics to measure the momentum of a particle.

The article offers information on the proposed major conceptual change in the viewing of Precedence Diagramming Model (PDM), a technique used for the construction of schedule model, which aims to prevent the confusion between activities and events.

There is no lack of papers giving prioritized "shopping lists" of reasons for both success and failure of projects, such as the Standish Chaos report. These generally list many details but ignore the big picture. What is missing, therefore, is a higher-level integrated view. This article proposes to address this lack and argues that this analysis needs to be based on what will be called "Enterprise Project Management". [ABSTRACT FROM AUTHOR]

The article offers information related to risk management in organizations. Topics discussed include the role of managers for dealing with risks, threats, and opportunities in business, the implication of risks for organizational management and change, and the significance of proper organizational planning to achieve goals and objectives of the organization.

The article discusses the essential elements of risk management standards in project management. It explores the stages of the risk management process including risk identification, risk evaluation, and risk response planning. It suggests that describing the risks in project management can take account on the important aspects of risk to enhance better chances for success in project management.