Recently, I’ve had the chance to work in a number of projects that were at a crucial point of implementing, aka. “the business end”. This period of time in any project is hectic to say the least.
I’m thinking of getting a tattoo! I’m pretty sure mine is going to say something like: “the devil is in the details and he’s laughing at you.” Have you ever thought what phrase represents you? I spend
Our social and global obligation One of the challenges facing the Project Management profession on a global and social scale is that we have an aging profession. Skills shortages and skills development are two phrases that are
Often, Project Management Offices are considered too difficult, timely or costly for businesses to implement. While it is true that setting up a PMO could be all of those things, I’d argue that building a PMO is
Picture this. The project manager calls a meeting but they are late, grumpy, don’t make eye contact, don’t listen to participants, become angry when questioned or challenged, thump the table and then leave. The team are left
Stakeholders are often described with words such as: troublesome, idealistic and thorns in the project manager’s side, and often have been called much worse behind closed doors. Historically, project managers have approached stakeholders and stakeholder management with
Project Management is often talked by advocates with a kind of a reverence; they claim that Project Management can cure any business ailment. But for the rest of us we’re left asking: what is all the fuss?
Once upon a time, in a land far, far away, there was a project manager who successfully completed all projects on time, on budget and to the stakeholders’ satisfaction. Everything that the project manager touched turned to
Here we are at the middle of the year! And we’re left asking ourselves “What were my New Year’s Resolutions for work this year?” We all start the year with great intentions. It has happened to the
Project environments are mini business entities, with budgets, forecasts and return on investment responsibilities to their sponsors and their organisations. A project management office (PMO) is sometimes viewed as an expensive corporate overhead with little or no