The only way that companies can get better at performing projects is by learning from projects they have carried out. Here, the author looks to provide insight on the multiple reasons for project failure—and how project managers and upper-level management can minimize them.
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Plans may fail. Moving on to the final installment of this series, the author discusses the treatment of risks as the project progresses.
We've already read about artificial intelligence potentially taking away project management jobs. But long before our jobs as project managers are taken, AI will help us. In fact, it already is...and we don’t think about it much.
With so many different types and levels of tools available to project managers today, how do you decide which tools to use and who needs to interact with them?
One of the biggest challenges for new project managers is figuring out when things have gone off the rails early enough to do something about it. What are minor annoyances that can be ignored, and what are major “gotchas” that can derail any chance of success? How do you tell the difference?
Though it may sound tough or critical, the reality for this author is that most project managers make lousy scrum masters. The good news for those of you who are great project managers is that it is possible to be a great scrum master as well. Here are some tips...
In today’s technology-driven world, what level of technological awareness and understanding do project managers need?
With its rapid growth, it’s a sure bet that artificial intelligence projects are about to become much more common. But all views of AI are not coming up roses.
The uncertainty that can go with change can subconsciously make us feel unsafe. The associated emotions trigger our brains to go into the fight-or-flight responses that protect us. It's time we position change in a frame of reference that invites alignment and a willingness to contribute.