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Worrying Productively About Complexity

by Ian Whittingham, PMP

Like all parables, Franz Kafka’s The Burrow illustrates a universal human behavior--that the more complexity we create, the more perplexity we feel in not knowing what is going on inside that complexity. And in the animal’s response to its anxiety we also see a behavior that project managers might recognize: a need to be continually on the lookout for early warning signs of problems when faced with complexity.

IT Trends: Just Ahead, a Brave New World

by Michael Wood

We can only hope that 2014 will deliver information technology that is better and more exciting than 2013 had to offer. So what’s the buzz for 2014 when it comes to IT trends and innovations?

Securing Your Project with a Virtual Project Team

by Mike Donoghue

Remote team members are potentially at more risk for technology traps and security breaches. For a group that operates in a variety of locations and with greater opportunities for intrusion, an IT infrastructure needs to have a firm policy in how to deal with the changing security landscape.

PMOs: Moving Beyond the Project Resource Pool

by Andy Jordan

Portfolio management needs to begin with idea creation. But if the portfolio starts with the idea creation process, how does the PMO engage people beyond the reach of traditional project execution so that their ideas are captured?

The Fortune Cookie Wisdom Guide to Project Management (Part 2)

by Ian Whittingham, PMP

No project manager would ever be so foolish as to leave the outcome of their project to chance events and simply hope they might get lucky. So it might appear odd for our guru to be looking inside a fortune cookie to find project management wisdom. But as we saw in Part 1 of his series, those simple mottoes can sometimes offer up more wisdom than first meets the eye...

Why On Time, Scope and Budget Isn’t Enough

by Andy Jordan

Stakeholders are the key to success on a project, and you need to manage them toward that success. It’s more than just “normal” stakeholder management--it requires a PM who understands the business environment that he is delivering a project into.

2014 CIO Survival Guide: A Time for Growth

by Michael Wood

Barring another economic meltdown, 2014 might be the year that organizations choose to be bullish on the future--and that means more projects and more investments, many of which will have strong IT implications. In fact, 2014 may be the year legacy IT organizations can reinvent themselves.

PM Careers in Financial Services (Part 2): The Firm-Based PM Consultant

by Todd B. Loeb, PMP

In order to better evaluate a career in project management consulting, one should first step back and understand the different types of PM consultant roles. In this second installment in a series of three, we discuss the pros and cons of the firm-based project management consultant--and how they can enhance an organization's strategy.

Stakeholder Strategy: Finding the Pulse and the Power

by Jiju (Jay) Nair, PMP

Most of the strategy and technique that need to be developed in the critical area of stakeholder management will come as part of the practitioner’s experience negotiating real-world project issues. However, it is always a good idea to pay heed to some proven practical pointers that can come in good stead.

The Fortune Cookie Wisdom Guide to Project Management (Part 1)

by Ian Whittingham, PMP

Is your team aligned with your strategic vision? Are you tailoring messages to stakeholders? With a New Year upon us, we offer a small selection of mottoes as a kind of fortune cookie wisdom guide to project management...


"The most incomprehensible thing about the universe is that it is comprehensible."

- Albert Einstein