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"Everybody lies." Here are 10 common lies that you can find in project management or reporting. Being aware of these little truth deformations or misunderstandings will help you to get a real idea of the project status and act as quickly as required.
Meetings are most often the setting for engaging new ideas, confirming previous positions and making important decisions. But there are a number of common psychological traps that can sabotage the process and the decision-making of well-intentioned project leaders, including dissonance, rationalization and circular causation.
Agile practitioners generally agree that regular retrospectives throughout the project are a good practice; however, many are not seeing the full benefits from the practice. This article shares a number of tips on how to perform retrospectives effectively—getting the maximum value from this important agile process.
ProjectManagement.com is 20 years old! To celebrate this milestone, we look back at 20 lessons our subject matter experts have shared over the last two decades—one for each year!
Project success rates have climbed and waste has fallen significantly as more organizations develop technical and leadership skills, establish project management offices to align vision with execution, and adopt agile approaches, according to Project Management Institute's latest Pulse of the Profession report.
The traditional ways of adding new tools to the toolkit lack innovation and excitement. Fortunately, you don’t always have to travel or take a computer-based test to add a few new tools to the toolkit. Here we present 21 ways to add new tools to your toolkit as an IT project manager or professional.
When you’re operating in an Agile environment — or any other software development scenario, for that matter — three factors almost always make the difference between success and failure: domain knowledge, dialogue and deadline pressure. Here, Cutter Consortium consultant and researcher Michael Mah presents his anatomy of a failed project.
The lessons, categorized as strategic, leadership, or technical, provide insight and some prescriptions to project teams on how to customize agile processes. Success is not automatic. But with customization and strong user support, agile approaches can work in a traditional management environment.
As project managers, we need to pay attention to disengaged employees. We should know why it’s happening and learn how we can re-engage our teams. This is where neuroscience becomes a valuable resource. Here are four suggestions on how neuroscience can help improve your project management.
In a typical software development project, gathering and managing requirements is a common process. But what about IT infrastructure projects? Do they have specific requirements beyond the architecture diagram? Here are five lessons learned from an infrastructure project that struggled with missed requirements.
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"If you think you've hit a false note, sing loud. When in doubt, sing loud." - Robert Merrill |
