It comes down to each of us. Our challenge is to find, or create, our own opportunities to contribute and advance how project management is understood and practiced. Seeking these opportunities out, however, needs to be a conscious effort.
What We Are Still Getting Wrong About Quality
We’re getting quality more wrong than we are right. Which is fascinating, when you get down to it, because quality is the foundation on which project management is built. Why is this a problem? When everything is a constraint, nothing is.
Not Your Benefits, Not Your Realization
Benefits realization is the topic du jour. Projects produce benefits. Organizations want to realize them. Guess who’s being looked to in order to make sure that happens? Yup, that would be you. The project manager.
What We’re Getting Wrong About Talent Management
Projects are about people, they are delivered by people and their success depends upon the quality and quantity of effort put in by people to delivering results. But for all that we say the development and retention of talent is important, for the vast majority of organizations it is not done well–or worse, not done at all.
Can We? Should We? Are We? The PM as Business Representative
There is a caution that needs to be raised and addressed as we encourage project managers to build their strategic, business and leadership skills. We need to be clear about why these skills are needed, and how they are expected to be utilized.
The Innovations We Still Need In Managing Projects
Projects are often seen as a source of innovation. With this article, the writer wants to turn that around–he wants to explore the innovation that project management still needs if it is going to (continue to) deliver value. What innovations are necessary to not only bring project management into the 21st century, but to position it to sustain its relevance long into the future?