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How many project managers really believe that they have a special purpose to make things better? Doesn’t there have to be something more to it, something that makes it all just a bit more worthwhile? That’s the real purpose of project management—and it’s something that is delivered by every PM on every initiative they lead.
If you find yourself worried about an aspect of your work but your manager isn’t troubled by it, is there a problem? When there is a disconnect between manager and staff, something needs to be done immediately to prevent the problem from getting worse.
Trillant, a network and software solutions company, is using PPM software to ignite project collaboration, visibility and accountability company wide. The PPM tool they chose meets new PMP standards and is Sarbanes-Oxley compliant.
No one can ever say for sure why the terrorist attacks of 9/11 happened, but this author firmly believes that a major contributing factor was a classic KM situation of too much information and data, and not enough context.
What you don't know can hurt you. What you think you know can, too.
The absolute worst thing we can do is pretend the problem of intolerance doesn’t exist. We must acknowledge that there are a few things we can do to try and improve things in our immediate areas of influence, as the current challenges around issues of diversity, equity and inclusion need some of our creativity.
Reflecting an enterprise-wide view, a common language model and expanded perspectives that include Agile, the third version of the Business Analysis Body of Knowledge (BABOK Guide) has been released by the International Institute of Business Analysis for review by practitioners worldwide.
In most corporate structures, executive sponsors control the decision-making process and project managers are tasked with implementing the selected projects. These executives sometimes deliberately choose to violate project management best practices. When this happens, the PM is recast as a Project Salvager. This article explores why executives do this--and what a PM can do to cope when these situations arise.
You know all the questions you should ask in an interview, but what about the questions you shouldn't ask--under penalty of law. That's right, there are a number of topic you must avoid to keep yourself safe from allegations of discrimination.
We intuitively know that a successful agile adoption requires more than copying agile practices. It needs more than just working in short iterations and having daily stand-up meetings. But can we label those missing ingredients?
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What a waste it is to lose one's mind. Or not to have a mind is being very wasteful. How true that is. - Dan Quayle |
