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Like all parables, Franz Kafka’s The Burrow illustrates a universal human behavior--that the more complexity we create, the more perplexity we feel in not knowing what is going on inside that complexity. And in the animal’s response to its anxiety we also see a behavior that project managers might recognize: a need to be continually on the lookout for early warning signs of problems when faced with complexity.
Why is everyone so scared of saying "no"? While some may see it as a sign of defiance or challenge, the answer is often in your best interests. Here we explore a simple yet serious communication conflict.
Project leadership takes guts. Face it, you take on some of the most complex assignments and are responsible for large budgets, resources and operational impacts. The steps outlined in this article will enable you to tap into your leadership potential, engage your teams and utilize proven techniques for successful project outcomes.
A journey through gantthead's departments has yielded a large amount of knowledge management lessons.
We all hope that every project succeeds, but that doesn’t happen. If one of your first projects fails, it can be hard to handle. How should you respond, and what should your approach be moving forward?
The problem is not that we don't have solutions to our problems, at least at a macro scale. The larger problem is that we don't want to do the hard work necessary to make the solutions happen.
PMs that work in a mature project organization are in an environment that likely includes the PMO. The PM’s relationship with the PMO is important, so they would be well advised to understand the role of the PMO in the organization.
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"Imagine if every Thursday your shoes exploded if you tied them the usual way. This happens to us all the time with computers, and nobody thinks of complaining." - Jeff Raskin |
