Data-driven decision-making is good. But can over-reliance on data paralyze you?
A challenge that might seem impossible - making important decisions with incomplete information.
There is frequently a contradiction between what we want to do and what we can practically achieve.
Communication is key on a project. What does it mean for the project manager?
Your team does not have to consist exclusively of rockstars to deliver a successful project.
What will it take to make project experience more memorable, more successful, and more repeatable?
The project is running smoothly and delivery looks like it’s going to happen on time. Then the customer asks if you can move the delivery date up a month.
Bad meetings can be painful to sit through and be a completely unproductive waste of 1-2 hours or more of several people’s time. Here’s how you can reduce bad meetings in your organization.
Conflicts in the team are inevitable. What can you do as a manager to resolve them quickly, or even better - prevent some of them from happening.
Our first instinct is to tell everything, say everything, do everything for the client. Sometimes it’s better to remain silent.
The lessons learned session, when done right and actually carried out, can provide invaluable information for everyone involved in the project to learn and live by.
Nobody is perfect, no matter how highly we regard ourselves and our skills. What we fail to correct or observe are the very mistakes that we are destined to repeat.
Five essential things to learn about project management.
Finding the right balance between flexibility and rigidity is tough, but crucial for the overall project success.
Microsoft Project leaves you with brittle and useless plans that have little to do with reality. But that’s not the main issue.
To get started with lean PPM you don’t need to run a large company-wide business case to find the best approach and tools, you don’t need to hire an army of expensive consultants, or work for months before you get first results.
“Hey, we are not supposed to say “problem”; it’s a challenge!
The digital era is characterized by rapidly evolving tech landscapes and discerning users who are quick to adapt.
Managing multiple projects can get confusing. You can end up mixing deadlines, details, and processes if you are not too careful.
When it comes to the product roadmaps that companies use to stay on track, they are often just a mere picture or infographic that gets dropped into a PowerPoint presentation or laid out into an Excel spreadsheet.
Project manager’s leadership style can have a tremendous impact on the overall project success.
Is having a ‘zoo of tools’ a usual complaint your organization?
One of the most important decisions portfolio managers make is where the resources of the organization should be focused.
Are projects the only reasonable way to develop products? Do you, as a portfolio manager, use projects as your only means to add value?
You know something is wrong when people on your project team come to meetings unprepared and waste time on endless discussions, find other things to do than what your project requires, and do not openly acknowledge there is a problem.
How do you know if project portfolio management is working well in your organization?