You’ve read a PM book. You’ve taken an introductory course. Your PMP is firmly in hand. What’s next? The challenge for project managers at this point is that there isn’t a really good answer. In fact, there isn’t really any one answer. The most honest and truthful answer is probably, “It depends.” But what, exactly, does it depend on?
Manage the Requirements, and Let the Project Manage Itself
Are you making the same mistakes over and over again? Managing the requirements well is critical for project success. Do this, and you will succeed. Fail to do this, and you’ll suffer the consequences.
The Value-Adding PMO: Myth, Mystery or Might-Just-Be-Possible?
If we assume that most people want to do meaningful work—and that these people also find their ways into PMO roles—value should theoretically come out the other side. That this does not occur suggests there is something wrong about how we are defining what PMOs should do, the functions that they should perform or the manner in which those functions are being delivered.
Hiring a Consultant: What to Do, What Not to Do…and Why
Is “consultant” a dirty word? Many consultants get a bad name from the fact that they become indistinguishable from the organizational employees that they work alongside. How do you know that hiring a consultant is a good idea?
Why Giving Up Control is Good for Your Methodology…and Your Projects
If we want better projects, we need to be better at our project management. But is consistency and formality the answer? Is demanding adherence to a common process what is required to get to “better”? The evidence here is mixed.
Governance: An Overused Word, or Something Worth Talking About?
“Governance” is one of those words that consultants and managers like to throw around to make it sound like they know what they’re talking about. It is also one of the most widely misused words–if not concepts–currently employed in organizations. Why this is, what it means (and doesn’t) and what it should represent are what this article explores.