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Risk Helps Set Realistic Project Sponsor Expectations This is an article about three ideas: project sponsorship, project wagers, and risk. Understanding their relationship is critical to becoming more effective as project managers, and organizational leaders. |
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Ding! Project Manager Advances to Next Level In games like Everquest, World of Warcraft, or Diablo there are significant milestones when you accumulate enough experience to “go up a level”. It’s always rewarding to watch a project manager do that in real life. |
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The Sound of Expertise At the beginning of our careers, we know a little bit of theory and have a little bit of practice but worry that the “adults” around us are going to embarrass us when they realize we don’t know everything about everything. |
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Moving out of the Process Twilight Zone Many organizations struggle with inconsistent work management, hurting product development. Leaders must recognize this, invest in improvement, and adopt a coherent model to boost results. |
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Change Isn’t the Problem Project managers need to ensure that sponsors, team members, and stakeholders understand that un-managed change is the real bogeyman. |
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Perils of “Ongoing” Projects Projects should have clearly defined goals, schedule targets, and resource allocations. When projects are described as “ongoing” that is often a red flag suggesting that either this isn’t a project, or it is not being well-managed. |
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Implementing New Standards: Should We Push or Pull? No one likes process for process’s sake. Most of us are naturally resistant to change. Modifying standards or processes is an organizational change task. How do we encourage people to embrace change? |
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It’s Not All Engineering IT managers often begin their careers as engineers, problem solvers, and innovators. If you are a technical person who aspires to a management role you must learn to embrace and work with budget and priority constraints. |
