We don’t do project management, we practice it. It is not a universal standard or procedure that must be followed with religious adherence; it is a way of thinking and organizing our work that requires appreciation of context and relevance.
The reality of managing IT projects is that the business side often abdicates its responsibilities in favour of technology delivery. The critical aspects of change management and value realization often get overlooked as a result.
An honest and forthright look at the challenges of being a leader with the title of project manager, and the lessons learned along the way about effectively tackling this role.
All too often, the concepts of creativity and process are seen as mutually exclusive. Process is as essential to creatiivity as it is to managing any other outcome.
An exploration of the resistance to using process, and strategies to help overcome this challenge.
There is a difference between what is likely to happen, and what should happen. A previous article explored the trends most likely to emerge in the field of project management; this one focusses on what really should happen.