Should project managers lead the way in establishing a culture of transparency, consistency, and plain dealing? Only if they don’t mind being branded “so 2016.” If we are, in fact, at the dawn of a post-fact era, it’s time for project managers to adapt. We turn to one of America’s foremost philosophical minds, Mark Twain, […]
Sometimes projects get off-track because of a major and sudden calamity—a vendor vanishes, your company is disrupted by a merger, a disaster strikes the building. Other times, it’s more subtle.
Bringing Lean and Agile practices into project management helps PMs break up monolithic tasks and take a more active role in delivering success, not just reporting milestones and budgets.
While many project managers excel in meetings, others struggle to find their footing as responsible leaders. Here are four common pitfalls.
Project management is an art and science of compromise and balance, where “you win some, you lose some” may as well be the trade slogan.
Project managers are often bombarded with feedback and concerns from stakeholders, sponsors, and team members, but seldom have the time, energy or opportunity to reciprocate and to discuss the little things that drive them crazy. I asked some seasoned leaders to do just that.
If “manager” hasn’t become an outright dirty word, it’s definitely lost whatever gloss it once had.
Just because you’ve secured a management role or passed your project management training, it doesn’t mean that your knowledge is complete.
Project management is about managing scarcity. PMs are given a budget (probably not enough) and a talent pool (stretched to the gills) and told to make everything work.
Project work requires individuals with differing opinions, work habits, and communication styles to work closely and collaboratively on common end goals. Organization and focus are critical. But what happens when your project team just can’t get along?