In many—if not most—cases, the management team that ultimately has the greatest difficulty in coming to terms with the nature of the change is frequently the same management team sponsoring the effort in the first place. While certainly paradoxical, it also creates significant barriers to successfully implementing projects. This article explores how to change that.
The Conflict Between Doing & Managing: A Project Manager’s Eternal Dilemma
Project managers must perpetually balance between doing, managing and leading. Part of this challenge is that the ‘real work’ of doing projects is often seen as producing deliverables, and not managing the project. The result is that project managers often take on more than they have capacity to be able to accomplish.
For Want Of An Idea, A Project Is Lost
How projects get identified is a process, like making sausages, that should not be examined too closely. Determining what projects should be initiated is a critical process, but one that is fraught with challenge. What does a better approach look like?
Keeping Score: What I Learned At The Olympics About Managing
A fundamental concept in our society is how we keep score. We are a competive breed, and there is no greater level of competition than at the Olympics. This article explores some insights into managing, inspired by the Winter Olympic Games.
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?