Project Management

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1392 items found

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We Can't Keep Meeting Like This

by Tim Kress

Sometimes an established project meeting has deteriorated so badly that the project manager must end it once and for all. Here are some common symptoms and possible corrective actions before you pull the plug.

We Don't Track Benefits…We're Government!

by Andy Jordan

Just because an organization is in the public sector doesn’t mean it doesn’t need to manage to benefits. If we forget about public versus private sector for a moment, the premise that projects are undertaken to deliver results rather than just outputs should be clear.

We Have a Problem with Success

by Mark Mullaly, Ph.D., PMP

It’s a very strange thing, but we don’t really like success. We don’t embrace it. We often forget to celebrate it. We very frequently look upon the idea of rejoicing in success as an unproductive and unnecessary frivolity. But it doesn’t have to be this way...

We Have Always Been Hybrid

by Mark Mullaly, Ph.D., PMP

A very big deal is being made about workplace models as we shift into whatever our new normal looks like. But none of this is at all new. The problem is that we simply don’t follow the guidelines, the recommendations, the research and what we know works well.

We Have Always Lived in a Project Economy

by Mark Mullaly, Ph.D., PMP

Every once in a while, we get into an extensive debate about the role, presence, impact and future of the project economy. But to put not too fine a point on it: We have always lived in a project economy. It's just that it hasn't been very evenly distributed.

We Iterate...So We're Agile?

by Illya Pavlichenko

Working with iterations does not automatically make you an agile team. It doesn't even necessarily mean that you are using iterative development. Paradoxically, it is possible to be agile without use of iterations. Let’s get into details...

We Need A Decision

by Bart Gerardi

Timely decision-making is critical to project success. In fact, sometimes no decision is worse than any decision. Here are three common reasons that decisions don’t get made, and tips for how project leaders can possibly circumvent them to avoid delays that frustrate the team and put the schedule at risk.

We Need More Power, Scotty!

by Mike Donoghue

Secretly, many of us want to be Scotty from Star Trek--saving the day at the last minute by using our brains and coming up with creative answers that bend the laws of physics. The problem is, our work associates also want us to be Scotty on a regular basis.

We Need to Better Empower Project Managers

by Andy Jordan

How do we ensure that project managers can be empowered to drive the decisions that organizations need—while still being supported by those organizations? And how can that be achieved in an environment where leaders can drive overall strategy without having to be involved in every key decision?

We Need to Get Past the IT-centric PMO

by Andy Jordan

For many organizations, PMOs are still inevitably viewed as an IT-aligned function. That needs to change. When a company's only PMO is within IT, there is never going to be sufficient visibility to ensure that the net value delivery is positive.


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