In this four part series, Yogi Schulz describes 12 signs of impending IT project doom that are visible months before catastrophe strikes.
Learn to recognize common project success or failure factors when they occur in your project. If you aren’t aware of common success or failure factors, you won’t notice when they appear on

In an earlier article in the Complex Project Management (CPM) series,
When I write about enterprise project management implementations, I tend to speak often in articles I write about making sure you have a good executive sponsor or support from the executive branch of your organization, (but it's rare for me to talk about just how executives get involved in an epm initiative). Let's correct that today.
A project charter is a critical document in that it authorizes the start of a project. Unfortunately it is sometimes viewed as a formality in the rush to get a project started. The costs of rushing the project charter will be felt later in the project with greater role ambiguity, slower decision making and lack of focus. The project charter serves as a reference throughout the life of a project and even in the subsequent post-mortem. The project charter is a formal deliverable that should not change, unless there is a significant change in the project itself, which, of course, should be detailed in the risks and mitigations section of the project charter. It is important because the project charter must be approved by the project sponsor, granting the required resources for the project.