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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.
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.
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.
The IT outsourcing/insourcing pendulum always seems to swing in an effort to reduce non-value-added tasks, save cost or retain intellectual property. Proper knowledge transfer and management remain key factors when implementing either type of sourcing project. Here are six steps to successfully implement a transfer plan based on a previous IT infrastructure insourcing project.
Many factors will influence an enterprise transformation to self-organized teams, from the willingness of project sponsors to the makeup of the overall portfolio. As such, there is no universal template for success, but here’s a 10-step framework to help design and manage the transition.
As a community, we can create open-space sessions that enhance the quality of project management within our own areas of influence. So why is it so rare? Learn why you should take advantage--and take action.
When Enterprise Resource Planning became the next big thing, many organizations jumped in without fully investigating if it was right for them. Here is a deep dive into Oracle’s PeopleSoft, the quintessential ERP suite, from purchase decisions to planning and implementation, along with some helpful post-mortem lessons learned.
The lessons of September 11, 2001 and the findings of the 9/11 Commission provide more evidence that it's not what you know, but what you do with what you know that counts.
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"The greatest deception men suffer is from their own opinions." - Leonardo Da Vinci |
