The Dynamic Progress Method ─ Using Advanced Simulation to Improve Project Planning and Management

The reason most projects fail is not that project managers lack skills or abilities, say White and Sholtes, but because they are using simplistic planning and management tools that are incapable of capturing the reality of the project and therefore provide misleading estimates for costs and schedules. They introduce a new analytical approach for project planning and management. They discuss why to use a dynamic progress method, the critical path method and earned value management, the dynamic progress method simulation model, and advanced capabilities of the dynamic progress method. Annotation c2016 Ringgold, Inc., Portland, OR (protoview.com)

J. Chris White earned his BS in aerospace engineering from the Massachusetts Institute of Technology and his MS in industrial engineering from the University of Michigan. He is President of ViaSim Solutions and is also an adjunct instructor at the University of Texas at Dallas and Texas A&M University–Commerce. He is a Project Management Professional (PMP) and Certified Scrum Master (CSM) as well as a Lean Sensei and a Six Sigma Master Black Belt. He has published numerous articles in the fields of leadership, total quality management, Six Sigma, project management, strategic management, and simulation.

Robert M. Sholtes earned his BS in aeronautical and astronautical engineering from the University of Illinois at Urbana–Champaign and his MS in engineering and public policy from Washington University in St. Louis. He has been a special instructor at the George Washington University and an assistant instructor and research assistant at Washington University. He has published several articles and presented several conference papers in the fields of software development, simulation, and genetic algorithm optimization techniques.