Project management is not simply about delivering scope. An early exploration of what it means to manage ensuring the delivery of business results.
Project Managers vs. Bean Counters
Accountants and project managers do not have the best of relationships. In part because they value different things, and have different appreciations of the role — and the expected accuracy — of project budgets. The challenge is to develop a more reasonable approach to developing project budgets.
Reason vs. Passion: What Drives Organizational Success?
Business is, at its heart, a rational beast. It operates according to rules, policies, logic and habit. The ability to think in a reasoned, logical and coherent manner is one that is highly prized up and down the org chart. To what extent should passion align with reason in organizational functioning?
The Good, The Bad & The Ugly: Communicating Estimates To Your Customers
Project managers often have to commit to an estimate inordinately early. Despite the fact that we don’t know what we will do, precisely how we will do it or what all of the risks are, we’re expected to know exactly what it will cost. How can we manage communicating estimates in a way that is reasonable instead?
Say What You Want And Get What You Need
Project management is hard enough without our projects getting burdened with unreasonable estimates. Not only do estimates get imposed, but we as project managers don’t exactly help matters in how we communicate our estimates. So why does this happen so much, and what we can do about it?
The Manager & The Microscope: Project Management as a Microcosm
Companies today, recognizing they face serious cultural, behavioural and management challenges, often look to project management as a quick-fix band-aid that can alleviate—or even eliminate—many of the problems in the organization. Sadly this is backwards. This article explores what must be present organizationally for project management to work.