Project Management


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Adapting Over Conforming

by Jim Highsmith

Plans aren’t sacrosanct — they’re meant to be flexible guides, not straightjackets. Agile project leaders focus on adapting to inevitable changes rather than opposing them. In this way, value and quality are the end goals and the plan becomes a means to achieve them, not the goal itself.

Portfolio Rigor Mortis

by Derek Stevens

A project portfolio’s agility and liquidity are key components of its business value. To maintain flexibility and optimize investments, organizations must first understand what can cause “portfolio rigor mortis” and then adopt approaches to avoid or “cure” it.

Change Agents: Assess Impact

by Drew Davison

When managing change initiatives, project leaders and stakeholders must consider the impact the planned changes will have on a variety of factors throughout the business environment. This “project world view” includes external relationships, products and services, technology and much more. Here’s a framework to follow.

5 Ingredients in the EVM Secret Sauce

by Chris Bell

Here are five challenges often encountered during earned value management implementations, and the steps that your organization should take to avoid or overcome them.

Anticipate Volume

by Drew Davison

Many changes in the business and technology world are undertaken explicitly to drive or support increased volumes: more clients, new services, or greater use of existing ones. Even small changes can drive huge changes in usage. Here are some examples of project nightmares that might have been alleviated, if not entirely avoided, if more attention had been given to the volume outcome.


by David Schmaltz

Collaborative planning is never a simple process, and nearly impossible to distill into a reliably repeatable process. The fact is, we often marginalize or outright exclude those who frustrate our planning with opposing views. After pushing through the plan, we get to live with the result. But communicating your command intent through “clabberation” — not a tidy plan — might just be the purpose of every project.

The 4 Ps of Strategy Creation

by Ron Price

Many organizations rush to move their strategic planning efforts toward consensus, failing to realize that it should be a dynamic process that allows for adjustments and alternatives as conditions change. Here is a model for strategy creation that integrates perceptions, performance, purpose and process.


by Haydn Thomas and Julie Tilke

An overview of the project management discipline’s two leading structured approaches, and the PMO’s role in supporting each.

Agile Contracting

by Jen Girdish

Fixed contractual restrictions like timelines, budget and scope can be impractical on the Agile project. Here, Agile thought leaders Rachel Weston and Chris Spagnuolo share some ideas for breaking through the “iron triangle” during the contract phase of an Agile project.

Fixing the Triple Constraint

by William Duncan

The mathematician George Box is credited with saying, “all models are wrong; some models are useful.” The Triple Constraint is one of the oldest models in the project management discipline. We all know it is wrong. Can it still be useful?

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"The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man."

- George Bernard Shaw