What is a project manager that values their sanity and ability to deliver value to do? We want to be available, but we also need to do the work. If we are going to consistently deliver successfully, we need a strategy.
We want to do quality work. We want our results to be seen as being quality. But what does that actually mean? And how do we test for it? How can we satisfy for ourselves—and demonstrate to others—that we’ve delivered on expectations in terms of quality?
When project disaster strikes, we probably aren’t overly prepared for it. And the question then becomes what to do about it. What follows is one expert’s best guidance about what to do when disaster strikes—and how to appropriately manage in the face of impending challenge.
The structure of project management has barely changed since its first development. The document is bigger, but the essential ideas and constructs of what it considers project management is the same. We need to look beyond.
Innovation doesn’t stop happening just because we stop focusing on it. It’s there, a continuing potential capability that is doing its thing alongside the rest of what we do.
As things grow in size, scale and complexity, you have to learn to grow with them. And that’s where we usually run into our first problem: How do we learn any of this? This practitioner reflects on the most essential perspectives and skills that determine what it takes to get projects done.