Guessing is not a strategy: How to build decision velocity with AI and real-time data
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Queen of Denile Redux
Ian Whittingham, PMP is director of Calixo Consulting, providing project and program management expertise from initiation through to implementation, covering business transformation, workflow process re-engineering, and enterprise data integration. He is a regular contributor to ProjectManagement.com. You may contact Ian directly at [email protected].
If it’s not No. 1 then I’m pretty sure it must be near the top of the list, somewhere in the Top 10 of best practices. And it’s certainly a cardinal rule, because they all do it, or at least the successful ones always seem to. But whether it is grounded in good forensics practice or done simply for dramatic effect, a lifetime of watching TV has taught me that the best detective always returns to the scene of the crime, because that’s where the clues are that will help identify the criminal. So, in the spirit of Lt. Frank Columbo, I am returning to the scene of the crime, to a troubled project, to try to identify how it all went wrong and who was responsible.
The greatest movie of all time (again)?
The story of the movie that transformed Elizabeth Taylor from a Hollywood actress into a global super-star is legendary. For 17 years, until Michael Cimino’s Heaven’s Gate was released in 1980, the making of Cleopatra was the most infamous example of a budget-busting movie production that broke the studio making it. Like many troubled projects that fight their way to completion, the final deliverable barely resembled the project’s initiating concept. It was conceived as a low-budget sword-and-sandals quickie, to cash in on movie-goers’ appetite for similar, historical costume melodramas that were then the flavor of the month.
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"Man is the only animal that blushes. Or needs to." - Mark Twain |