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• Articles
  • Agile
    • Successful Projects through Agile Project Management
    • Is an Agile PMO Possible?
    • Project Managers vs. Scrum Masters; Agile Project Management Matures
    • Agile Processes Go Lean
    • The Blending of Traditional and Agile Project Management
  • Communication
    • Four Tips for Improving People Skills
    • How Data Display Can Change Project Decisions
    • Forget About Project Feedback; Try Feedforward!
    • The Project Communication Plan
    • Re-establishing Communication on a Stalled Project
    • Five Mistakes People Make Reading Body Language at Work
    • When Talk Fails, So Do Projects
    • The Fatal Assumptions of Executive Communication
  • Estimate
    • Mind the Gap!
    • The Three Types of Bad Project Estimates and How to Avoid Them
    • Four Ways to Improve Project Performance by Avoiding Single-Point Estimates
  • General
    • Why Good Isn’t Good Enough: The Global State of Business Analysis, Part 2
    • Where’s the Loyalty? How to Get The Most Out of Your Team Even in the Most Trying Times
    • Project Management Best Practices: Laying the Foundation
    • Management Consultants and PMO failures
    • Would You Hire a Project Manager or a Business Analyst?
    • Want to Earn Six Figures? Become a Project Manager
    • Is Your Meeting Worth the Time?
    • Change Management to Move Projects Forward
    • Taking Project Document Management Beyond Paper Pushing
    • Seven Crucial Steps to Effective Project Risk Management
    • The Good Boss
    • What's Done Is Done - Sprints
    • Grapevines and Rumor Mills
    • How Many Projects Are We Delivering This Year?
    • Making the Case: Why Product Management is Critical to Company Success
    • PMs and Hockey Players
    • What’s Done is Done: User Stories
    • Root Cause Analysis and Corrective Action for Project Managers
    • Project Management Tips and Tools
    • Why You Should Align Your Project and Company Goals
    • Could Your Project be the Reason for a Data Breach?
    • Got Projects Going Over Budget?
    • The Perfect Partnership
    • Things Known and Unknown
    • Improving the Estimation Process
    • A Top-down Approach to Portfolio Management
    • Could Your Project be the Reason for a Data Breach?
    • Introducing the Project President
    • Setting the Table for Effective Portfolio Management
    • Control Projects, Not People
    • Creativity and Innovation Enable Project Success
    • Be a Good Team Player
    • Has The Economy Changed How We Do Projects Forever?
    • Six Ways to Deliver IT Solutions…the Gandhi Way
    • How Plain Language Can Help You Flush Out Risky IT Docs
    • Unlocking PMO Profitability
    • Three Baby Steps Toward Agile Requirements Management
    • Managing Your Boss
    • 10 Key Success Factors for Application Implementation Projects
    • Selling Project Management
    • Managing Schedule Flaws Using Agile Methods
    • How to Determine PMO’s Identity
    • Do You Get the Attention You Deserve?
    • UAT Tips & Templates
    • A Surefire Plan for Improved Project Results and Increased Maturity
    • Happily Ever After – Fairy Tales from the Land of Project Management
    • Agility is Essential but Process is Not
    • What's on Your Sponsorship Short List?
    • Challenges and Sustainability of the Program Management Office
    • Scoring Project Goals – A Soccer Metaphor
    • Don’t Let Your Project Take a Hit, Control Change!
    • Project Management Kung Fu Theater
    • Maximizing Team Effectiveness
    • Is this the Pinnacle for Project Managers?
    • Managing International Teams: The Importance of Cultural Management and Communications
    • What Constitutes a Good Project Management Office Road Map?
    • ISO 9001 Certification for PMOs: Is it Worth it?
    • Five Principles for Turning Ordinary into Extraordinary
    • Running to Meet the Date: How to Effectively Rush a Project
    • Executive PMOs in the Age of Turbulence
    • Ten Lessons for Leading During Crisis
    • Are You Drowning in Data?
    • Authority Earned, Not Given
    • Using SharePoint to Improve Project Delivery - Project Management Best Practices & Your Project Environment
    • Don’t Bother Building Consensus
    • Story Telling, Project & Knowledge Management Perspectives
    • Problem Solvers and Fixing the Corporate Order
    • Saving Time and Money: Investing Your Two Most Critical Assets in Project Management
    • It’s Time to Take the “Naked” Approach to Project Management
    • Top 10 Project Management Trends for 2011
    • It’s Time for Template Zombies to Die
    • Project Management Training: A Student’s Perspective
    • Which Came First – The Process or the Tool…?
    • PRINCE2: the Project Manager’s Powerful Ally
    • Successful ERP Implementations: Fact or Fiction
    • Top Ten Presentation Tips
    • Is the PgMP® Credential Right For Me?
    • IT Methodology – Offering Small and Mid-sized Businesses (SMB’s) Operational Performance and Impressive Bottom Line
    • Worth the Effort: Why I love being a PM
    • A Day in the Life of a Program Manager
    • Requirements Prioritization Strategies
    • Project Personalities
    • Requirements Development 101
    • Critical Chain Project Management
    • Managing Projects on a Global Scale
    • The Role of Analytics in Projects
    • What is a Project "Schedule"?
    • Detecting Stakeholder Misalignment
    • The Trouble with Continuous Multi-tasking
    • The Indispensable Project Manager
    • Requirements - To Detail or Not Too Detailed
    • Requirements Management 101
    • How Bad Project Managers are Killing the Profession
    • The Case Against Project Portfolio Management
    • Managing a Virtual Project Team
    • The World Has Lost a Good One
    • Terms, Terms, Terms. Clarifying Some Business Analysis and Project Management Terms
    • What Project Managers can Learn from Baseball
    • Solving Challenged Enterprise Project Environments
    • Calculating Total Cost of Ownership when Choosing a Solution
    • Taking Your PMO to the Next Level
    • The Evolution of the Project Manager Role
    • The Real-Time Project Management Myth
    • How to Balance Creativity and Project Management Risk in Today's Economy
    • Effective Project Sponsors Needed: Relevant Experience and Education Definitely Required
    • Work Passion and Heart as Critical Behaviors; What Every Project Manager Should Bear in Mind…
    • Work the Problem, Not the Solution
    • Princely Support for Project Managers
    • A Holistic Look at Program and Project Constraints
    • Outsourcing Key Projects; One Step Closer to Virtualization
    • A Program Manager is More than a Great Project Manager
    • Why are Today’s IT Projects Running at a Three Minute Mile Pace
    • Looking for a Project Management Methodology? Take a Look at PRINCE2.
    • Project Management and the Alien Encounter
    • Project Management Approach for Business Process Improvement
    • Project Management and Firefighting; Are there Lessons to be Shared?
    • We Are All Project Managers!
    • Top 10 Pitfalls to Avoid when Implementing Project Management Software
    • For Fast Effective Project Management Help, Pick up the Batphone!
    • Anatomy of an Effective Project Manager
    • Can Technology Solve the Project Execution Problem?
    • Meet Your New Best Friend; the Project Charter
    • Do You Know Where Your IT Projects Are? Part 4.
    • Will Project Managers Have Their Heads in the Cloud?
    • Why Program Management is an Essential Part of Strategy Execution
    • Stronger Together; Cultivating the Business Analyst and Project Manager Relationship
    • Minimizing SME Bias of Subject Matter Experts through effective Project Management
    • Project Success Factor; Education vs. Training
    • What if I Don’t Prioritize My Projects?
    • Do You Know Where Your IT Projects Are? Part 3.
    • Implementing Project Management at a Functional Organization. Part 2.
    • The Five Goals of a Project Manager
    • Implementing Project Management at a Functional Organization. Part 1.
    • The Value of Getting Everyone on the Same Project Page
    • Common Mistakes of New Project Teams
    • Do You Know Where Your IT Projects Are? Part 2
    • How to Manage the Complexities of Large, Diverse Project Teams
    • Project Managers; The Enemy Within
    • The Keys to Key Performance Indicators
    • A Simple Plan for Improved Project Results and Increased Maturity
    • Do You Know Where Your IT Projects Are? Part 1.
    • Project Success Plans - Planning for Success
    • Managing Complex Projects that are Too Large, Too Long and Too Costly
    • The Executive Connection in Enterprise Project Management
    • Top 10 Leadership Qualities of a Project Manager
    • Writing Better Project Charters
    • Service Companies Adopting Product Companies' Project Management Strategies
    • The HOW of Project Management
    • The Absolute Final Word on Top Ten Trends for 2010
    • Complex Project Management - What's All the Fuss About?
    • More 2010 Project Management Trends
    • Enrolling the Reluctant Enterpriser
    • Sometimes a Great Project; Eight Secrets of Top Project Managers
    • Top 10 Project Management Trends for 2010
    • The Lazy Project Manager. Part 2 - The Importance of Position
    • Project Sponsor as Core Team Member
    • Realizing Benefits - It's What Projects Are For!
    • Make Your Project Meetings Matter
    • Are Your Projects Ready for the Recovery?
    • The Productive Lazy Project Manager and the Open Door Policy
    • Cutting Project Costs with a Scalpel, Not a Chainsaw
    • Measuring the Business Value of a Project
    • Avoiding the Project Management Obstacle Course
    • Restarting Projects; Get Ready for New Challenges
    • Project Management Mind Games
    • Managing Complex Projects. Part 1
    • Matrix Management Gone Awry
    • Managing Small Projects; The Critical Steps
    • Total Project Management in a Project-Based Culture
    • Building a Business Case as the Foundation for Project Success
    • Validating Project Management ROI
    • What Mismanaging Small Projects Will Cost You
    • Successful Projects; It's not Rocket Science
    • Managing Projects over Multiple Organizations
    • Top Six Points to Consider when Choosing a PPM Solution
    • Are We Supposed To Negotiate On Projects?
    • The Risks and Benefits of Knowledge Process Outsourcing
    • Workflow Wonders
    • The Project Plan; How Much Detail Is Enough?
    • Are Your Project Managers Working too Hard to be Successful?
    • Who Needs Walkthroughs, Inspections and Peer Reviews?
    • Tough Respect!
    • Change Management; the Missing Link for PM Success
    • How to Measure the State of Your Project
    • The Project’s a Disaster! Were You Prepared?
    • How to Separate People from Problems; A Case Study
    • The World of Project Management; Getting it Right
    • Rugby vs. Development: What Is SCRUM?
    • How And Why Do We Write Project Charters?
    • Avoiding the Accidental Project Sponsor
    • Are you a Project Management Baseliner?
    • Project Management as a Core Corporate Competence
    • Key Performance Indicators; How to Use Them for Project Success
    • 12 Important Rules of Effective Delegation
    • Do It Right the First Time; Get Measurable Results
    • The Technical Support Project
    • Managing Fixed Price Contracts
    • ISO 21500 Emerging as New Standard for Project Managers
    • How to Survive a New Boss
    • Improving Project Success Rates with Better Leadership
    • Soft Skills Software Assistance
    • Procurement and the Project Manager
    • Project Management That Works
    • How to Avoid Being Seen as 'Project Management Overhead'
    • The New Face of Strategic Planning
    • Can You Still be Trusted as a Leader?
    • The Psychology of Risk and How It Relates to Project Risk Management
    • Are You
    • Shouldn
    • Seven Common Management Mistakes; Are You Guilty?
    • No More Failed Projects
    • Harness the Power of the PM/BA Partnership
    • Introducing PMBOK
    • The Project Management System Maturity Model
    • Top 10 Project Management Trends for 2009
    • Meeting Challenge with Confidence
    • Project Management to the Rescue: No Bailout Necessary
    • 10 Steps to Creating a Project Plan
    • The Challenge of Evaluating EPM Software
    • Understanding Earned Value Made Easy!
    • From Planning to Execution; A Crucial Step
    • The 21st Century
    • The Project Manager as Salesperson
    • Trends in Business Analysis and Project Management to watch for in 2009
    • Building an Initiative Oriented Culture
    • Crisis or Opportunity? Lead like Barack Obama!
    • Anticipating and Resolving Resource Overloads
    • Shutdown Project Management
    • The Job Seekers
    • Introducing the New Project Complexity Model. Part IV.
    • Introducing the New Project Complexity Model. Part III
    • The Project Manager
    • Project Management and Volunteerism
    • Introducing the New Project Complexity Model. Part II.
    • Recovering Distressed Projects. Part II.
    • Introducing the New Project Complexity Model. Part I.
    • Project Management in a Technical Environment
    • Different Types of Projects from Small to Distressed
    • Recovering Distressed Projects (part 1 of 2)
    • From Small Projects, Large Projects Grow
    • Where will BA/PM Professionals Come from? Next Steps
    • What Can Be Done To Ensure Projects Are Successful?
    • A Second Look under the Hood of the BA/PM Position Family
    • Why Do So Many Projects Run into Trouble and Does Anyone Care?
    • Presentation: Leadership Skills for the Technical Professional
    • How Project Managers Communicate... Or Not!
    • Can EPM Evolve Out of the Sum of the Parts?
    • A First Look under the Hood of the BA/PM Position Family
    • How Do You Select the Right Project Manager for the Project?
    • Some Important Ideas To Help Keep Projects On Track
    • A First Pass at Defining the BA/PM Position Family
    • Project Success Factors and Value Contracts
    • Enterprise Project Management In Volatile Economic Times
    • An Examination of BA and PM Skills Profiles
    • EPM in a Foreclosure Economy
    • Project Management is Free!
    • Creating an Effective Project Management Office
    • Implementing PM: It
    • Head for the Hills
    • Telling Truth to Power
    • Perhaps It
    • Is it Time for the BA and the PM to Get Hitched?
    • Newer Isn
    • Putting the Project Manager in the Driver
    • Three Steps to Project Success
    • Staying Power
    • Top Three Things You (Probably) Didn
    • Adaptive Project Management
    • Myths, Mistakes and Assumptions
    • Myths, Mistakes and Assumptions
    • Unquestioned Assumptions: Costly Mistakes
    • Dashboarding Redux
    • Stop! Something
    • Take Charge: Manage Your PM Career
    • Early Warning Signs
    • A Look at Soft Skills and Project Value
    • Serving Up Soft Skills
    • Prioritization and Scheduling Based on Value
    • Making Sure that the Medium and the Message are in Synch
    • Negotiating the Triple Constraints
    • Tightening the Purse Strings and Getting Value for Money
    • Why Track Actual Costs and Resource Usage on Projects?
    • EVM: Project Management with the Lights On!
    • It
    • The California Gold Rush and New Year
    • Former Gold Rush City Aligns IT Plans with an Eye on the Future
    • The Last of the 2008 New Year
    • Looking for Inspiration in 2008
    • Creating a Successful Project Management Office
    • A Year of Change for Project Times
    • Dispatches from the PM Front Lines
    • Perk Up for PERT
    • How to Start a Project Management Company without an IT Professional
    • Let
    • How
    • Achieving Project Excellence: What
    • Which Comes First, the Chicken or the Egg?
    • Chicken, Egg, Process, Tool
    • Bring Back the Guild for Project Managers
    • TANSTAAFL - There Ain
    • Freebies, Trends, Great Expectations and a Cautionary Tale
    • Improve your Brainstorming. Start Eightstorming.
    • Spreadsheets: The Most Expensive PPM Tool You Didn
    • What to Expect From Your New Project Management System
    • Are We Really Only as Old as We Feel?
    • Decision Making: Trusting Your Data
    • 10 Ways Project Management Skills Can Help Your Career
    • Creating and Delivering Great Television Programming
    • Using Project Management Techniques to Scale New Heights
    • More Top 10 Tips for Project Management Success
    • Easy As Implementing a Package
    • Maximizing Project Value: Developing a Project Business Case
    • The Real Costs of Failed Projects
    • Chocolate or Vanilla
    • Everything You Ever Needed to Know about Running a Project, You Could Learn by Climbing a Mountain
    • July 2007: Some Summer Project Management Reading
    • Easy as Implementing a Package
    • Commoditizing Project Management for the Mid-market
    • Adding Manpower to a Late Software Project Makes it Later
    • Project Manager Perspective
    • Communicating with "Non-Experts": A Guide for Project Managers
    • IT Program Management for Toronto Pearson
    • Linking Earned Value to Schedule Analysis
    • Seven Reasons to Take a Look at Microsoft Project 2007
  • PMO
    • The Maturing of the PMO
    • EPM is Pronounced PMO!
    • The Electric PMO
    • PMO: Change and Integration Management
    • PMO 2.0: Expanding the Value and Reach of the PMO
  • Portfolio
    • The Rise of SaaS Portfolio and Project Management Solutions
    • Project Portfolio Management; an Evolving Journey to Interim Value Destinations
    • Reinventing the Program or Project Portfolio Chart
    • What the Heck is Project Portfolio Management?
    • Project Portfolio Management Drives More Effective IT Governance
    • Leveraging Project Portfolio Management to Implement an Effective IT Governance Strategy
    • Project Portfolio Management Megatrends
  • project Teams
    • The Project Manager’s Collaborating Conundrum
    • Getting High Performance from the Middle 80% of the Project Team
    • Building Your Virtual Team
    • How to Create a Winning Team. Part 3
    • How to Create a Winning Team
    • Choosing the Best E-Learning Supplier for the Project Team
    • Dealing with Difficult People on the Project Team. Part 2.
    • Dealing with Difficult People on the Project Team. Part 1.
    • Virtual Velocity: Effective Project Management Gives Virtual Teams the Edge
    • 10 Ways to Inspire Your Team
    • Leading a Multigenerational Project Team
  • Requirements
    • Using the Requirements Creation Process to Improve Project Estimates
    • Projects without Borders; Gathering Requirements on a Multi-Cultural Project
    • Harnessing The Chaos; Are Portfolio, Project and Requirements Management Interrelated?
    • Effective Requirements Gathering and Management Need the Skills of Both the BA and the PM
  • Scope
    • Coping with Project Scope; Eight Real-World Strategies
    • Why Should You Manage Scope and Customer Expectations?
    • Defining the Detailed Scope: How and Where Do You Find Requirements?
    • Managing Scope for Project Success
    • Kick-Starting Your Projects; What You Should Know about Defining Scope
    • Keeping Project Scope Creep under Control
  • Why Good Isn’t Good Enough: The Global State of Business Analysis, Part 2
  • Where’s the Loyalty? How to Get The Most Out of Your Team Even in the Most Trying Times
  • Project Management Best Practices: Laying the Foundation
  • Management Consultants and PMO failures
  • Would You Hire a Project Manager or a Business Analyst?
  • Want to Earn Six Figures? Become a Project Manager
  • Is Your Meeting Worth the Time?
  • Change Management to Move Projects Forward
  • Taking Project Document Management Beyond Paper Pushing
  • Seven Crucial Steps to Effective Project Risk Management
  • The Good Boss
  • What's Done Is Done - Sprints
  • Grapevines and Rumor Mills
  • How Many Projects Are We Delivering This Year?
  • Making the Case: Why Product Management is Critical to Company Success
  • PMs and Hockey Players
  • What’s Done is Done: User Stories
  • Root Cause Analysis and Corrective Action for Project Managers
  • Project Management Tips and Tools
  • Why You Should Align Your Project and Company Goals
  • Could Your Project be the Reason for a Data Breach?
  • Got Projects Going Over Budget?
  • The Perfect Partnership
  • Things Known and Unknown
  • Improving the Estimation Process
  • A Top-down Approach to Portfolio Management
  • Could Your Project be the Reason for a Data Breach?
  • Introducing the Project President
  • Setting the Table for Effective Portfolio Management
  • Control Projects, Not People
  • Creativity and Innovation Enable Project Success
  • Be a Good Team Player
  • Has The Economy Changed How We Do Projects Forever?
  • Six Ways to Deliver IT Solutions…the Gandhi Way
  • How Plain Language Can Help You Flush Out Risky IT Docs
  • Unlocking PMO Profitability
  • Three Baby Steps Toward Agile Requirements Management
  • Managing Your Boss
  • 10 Key Success Factors for Application Implementation Projects
  • Selling Project Management
  • Managing Schedule Flaws Using Agile Methods
  • How to Determine PMO’s Identity
  • Do You Get the Attention You Deserve?
  • UAT Tips & Templates
  • A Surefire Plan for Improved Project Results and Increased Maturity
  • Happily Ever After – Fairy Tales from the Land of Project Management
  • Agility is Essential but Process is Not
  • What's on Your Sponsorship Short List?
  • Challenges and Sustainability of the Program Management Office
  • Scoring Project Goals – A Soccer Metaphor
  • Don’t Let Your Project Take a Hit, Control Change!
  • Project Management Kung Fu Theater
  • Maximizing Team Effectiveness
  • Is this the Pinnacle for Project Managers?
  • Managing International Teams: The Importance of Cultural Management and Communications
  • What Constitutes a Good Project Management Office Road Map?
  • ISO 9001 Certification for PMOs: Is it Worth it?
  • Five Principles for Turning Ordinary into Extraordinary
  • Running to Meet the Date: How to Effectively Rush a Project
  • Executive PMOs in the Age of Turbulence
  • Ten Lessons for Leading During Crisis
  • Are You Drowning in Data?
  • Authority Earned, Not Given
  • Using SharePoint to Improve Project Delivery - Project Management Best Practices & Your Project Environment
  • Don’t Bother Building Consensus
  • Story Telling, Project & Knowledge Management Perspectives
  • Problem Solvers and Fixing the Corporate Order
  • Saving Time and Money: Investing Your Two Most Critical Assets in Project Management
  • It’s Time to Take the “Naked” Approach to Project Management
  • Top 10 Project Management Trends for 2011
  • It’s Time for Template Zombies to Die
  • Project Management Training: A Student’s Perspective
  • Which Came First – The Process or the Tool…?
  • PRINCE2: the Project Manager’s Powerful Ally
  • Successful ERP Implementations: Fact or Fiction
  • Top Ten Presentation Tips
  • Is the PgMP® Credential Right For Me?
  • IT Methodology – Offering Small and Mid-sized Businesses (SMB’s) Operational Performance and Impressive Bottom Line
  • Worth the Effort: Why I love being a PM
  • A Day in the Life of a Program Manager
  • Requirements Prioritization Strategies
  • Project Personalities
  • Requirements Development 101
  • Critical Chain Project Management
  • Managing Projects on a Global Scale
  • The Role of Analytics in Projects
  • What is a Project "Schedule"?
  • Detecting Stakeholder Misalignment
  • The Trouble with Continuous Multi-tasking
  • The Indispensable Project Manager
  • Requirements - To Detail or Not Too Detailed
  • Requirements Management 101
  • How Bad Project Managers are Killing the Profession
  • The Case Against Project Portfolio Management
  • Managing a Virtual Project Team
  • The World Has Lost a Good One
  • Terms, Terms, Terms. Clarifying Some Business Analysis and Project Management Terms
  • What Project Managers can Learn from Baseball
  • Solving Challenged Enterprise Project Environments
  • Calculating Total Cost of Ownership when Choosing a Solution
  • Taking Your PMO to the Next Level
  • The Evolution of the Project Manager Role
  • The Real-Time Project Management Myth
  • How to Balance Creativity and Project Management Risk in Today's Economy
  • Effective Project Sponsors Needed: Relevant Experience and Education Definitely Required
  • Work Passion and Heart as Critical Behaviors; What Every Project Manager Should Bear in Mind…
  • Four Tips for Improving People Skills
  • Work the Problem, Not the Solution
  • Princely Support for Project Managers
  • A Holistic Look at Program and Project Constraints
  • Outsourcing Key Projects; One Step Closer to Virtualization
  • A Program Manager is More than a Great Project Manager
  • Successful Projects through Agile Project Management
  • Why are Today’s IT Projects Running at a Three Minute Mile Pace
  • Looking for a Project Management Methodology? Take a Look at PRINCE2.
  • Project Management and the Alien Encounter
  • Project Management Approach for Business Process Improvement
  • Project Management and Firefighting; Are there Lessons to be Shared?
  • The Rise of SaaS Portfolio and Project Management Solutions
  • We Are All Project Managers!
  • Project Portfolio Management; an Evolving Journey to Interim Value Destinations
  • Top 10 Pitfalls to Avoid when Implementing Project Management Software
  • For Fast Effective Project Management Help, Pick up the Batphone!
  • Anatomy of an Effective Project Manager
  • Can Technology Solve the Project Execution Problem?
  • Meet Your New Best Friend; the Project Charter
  • Do You Know Where Your IT Projects Are? Part 4.
  • Will Project Managers Have Their Heads in the Cloud?
  • Why Program Management is an Essential Part of Strategy Execution
  • Stronger Together; Cultivating the Business Analyst and Project Manager Relationship
  • Minimizing SME Bias of Subject Matter Experts through effective Project Management
  • Project Success Factor; Education vs. Training
  • What if I Don’t Prioritize My Projects?
  • Do You Know Where Your IT Projects Are? Part 3.
  • Implementing Project Management at a Functional Organization. Part 2.
  • The Five Goals of a Project Manager
  • Implementing Project Management at a Functional Organization. Part 1.
  • The Value of Getting Everyone on the Same Project Page
  • The Project Manager’s Collaborating Conundrum
  • Common Mistakes of New Project Teams
  • Do You Know Where Your IT Projects Are? Part 2
  • How to Manage the Complexities of Large, Diverse Project Teams
  • Project Managers; The Enemy Within
  • The Keys to Key Performance Indicators
  • A Simple Plan for Improved Project Results and Increased Maturity
  • Do You Know Where Your IT Projects Are? Part 1.
  • Project Success Plans - Planning for Success
  • Managing Complex Projects that are Too Large, Too Long and Too Costly
  • The Executive Connection in Enterprise Project Management
  • Top 10 Leadership Qualities of a Project Manager
  • Writing Better Project Charters
  • Service Companies Adopting Product Companies' Project Management Strategies
  • The HOW of Project Management
  • Is an Agile PMO Possible?
  • The Absolute Final Word on Top Ten Trends for 2010
  • Complex Project Management - What's All the Fuss About?
  • More 2010 Project Management Trends
  • Enrolling the Reluctant Enterpriser
  • Sometimes a Great Project; Eight Secrets of Top Project Managers
  • Top 10 Project Management Trends for 2010
  • Mind the Gap!
  • The Lazy Project Manager. Part 2 - The Importance of Position
  • Project Sponsor as Core Team Member
  • Realizing Benefits - It's What Projects Are For!
  • Make Your Project Meetings Matter
  • How Data Display Can Change Project Decisions
  • Are Your Projects Ready for the Recovery?
  • The Productive Lazy Project Manager and the Open Door Policy
  • Cutting Project Costs with a Scalpel, Not a Chainsaw
  • Measuring the Business Value of a Project
  • Avoiding the Project Management Obstacle Course
  • Restarting Projects; Get Ready for New Challenges
  • Reinventing the Program or Project Portfolio Chart
  • Coping with Project Scope; Eight Real-World Strategies
  • Project Management Mind Games
  • What the Heck is Project Portfolio Management?
  • Project Managers vs. Scrum Masters; Agile Project Management Matures
  • Managing Complex Projects. Part 1
  • The Three Types of Bad Project Estimates and How to Avoid Them
  • Matrix Management Gone Awry
  • Managing Small Projects; The Critical Steps
  • Total Project Management in a Project-Based Culture
  • Forget About Project Feedback; Try Feedforward!
  • Why Should You Manage Scope and Customer Expectations?
  • Building a Business Case as the Foundation for Project Success
  • Validating Project Management ROI
  • Agile Processes Go Lean
  • What Mismanaging Small Projects Will Cost You
  • The Project Communication Plan
  • Getting High Performance from the Middle 80% of the Project Team
  • Successful Projects; It's not Rocket Science
  • Managing Projects over Multiple Organizations
  • Top Six Points to Consider when Choosing a PPM Solution
  • Using the Requirements Creation Process to Improve Project Estimates
  • Are We Supposed To Negotiate On Projects?
  • The Risks and Benefits of Knowledge Process Outsourcing
  • Workflow Wonders
  • The Project Plan; How Much Detail Is Enough?
  • Are Your Project Managers Working too Hard to be Successful?
  • Projects without Borders; Gathering Requirements on a Multi-Cultural Project
  • Who Needs Walkthroughs, Inspections and Peer Reviews?
  • Tough Respect!
  • Change Management; the Missing Link for PM Success
  • How to Measure the State of Your Project
  • The Project’s a Disaster! Were You Prepared?
  • Defining the Detailed Scope: How and Where Do You Find Requirements?
  • How to Separate People from Problems; A Case Study
  • The World of Project Management; Getting it Right
  • Rugby vs. Development: What Is SCRUM?
  • How And Why Do We Write Project Charters?
  • Building Your Virtual Team
  • The Maturing of the PMO
  • Avoiding the Accidental Project Sponsor
  • Managing Scope for Project Success
  • Are you a Project Management Baseliner?
  • Project Management as a Core Corporate Competence
  • How to Create a Winning Team. Part 3
  • Key Performance Indicators; How to Use Them for Project Success
  • Re-establishing Communication on a Stalled Project
  • 12 Important Rules of Effective Delegation
  • Kick-Starting Your Projects; What You Should Know about Defining Scope
  • EPM is Pronounced PMO!
  • How to Create a Winning Team
  • Do It Right the First Time; Get Measurable Results
  • The Technical Support Project
  • Harnessing The Chaos; Are Portfolio, Project and Requirements Management Interrelated?
  • Managing Fixed Price Contracts
  • ISO 21500 Emerging as New Standard for Project Managers
  • How to Survive a New Boss
  • Improving Project Success Rates with Better Leadership
  • Soft Skills Software Assistance
  • Choosing the Best E-Learning Supplier for the Project Team
  • Procurement and the Project Manager
  • Five Mistakes People Make Reading Body Language at Work
  • Project Management That Works
  • How to Avoid Being Seen as 'Project Management Overhead'
  • The New Face of Strategic Planning
  • When Talk Fails, So Do Projects
  • Can You Still be Trusted as a Leader?
  • The Psychology of Risk and How It Relates to Project Risk Management
  • Are You
  • Shouldn
  • Dealing with Difficult People on the Project Team. Part 2.
  • The Blending of Traditional and Agile Project Management
  • Four Ways to Improve Project Performance by Avoiding Single-Point Estimates
  • Dealing with Difficult People on the Project Team. Part 1.
  • Seven Common Management Mistakes; Are You Guilty?
  • No More Failed Projects
  • Harness the Power of the PM/BA Partnership
  • Introducing PMBOK
  • The Project Management System Maturity Model
  • Top 10 Project Management Trends for 2009
  • Project Portfolio Management Drives More Effective IT Governance
  • Meeting Challenge with Confidence
  • Project Management to the Rescue: No Bailout Necessary
  • 10 Steps to Creating a Project Plan
  • The Challenge of Evaluating EPM Software
  • The Fatal Assumptions of Executive Communication
  • Understanding Earned Value Made Easy!
  • From Planning to Execution; A Crucial Step
  • The 21st Century
  • The Project Manager as Salesperson
  • Trends in Business Analysis and Project Management to watch for in 2009
  • Building an Initiative Oriented Culture
  • Crisis or Opportunity? Lead like Barack Obama!
  • Anticipating and Resolving Resource Overloads
  • Shutdown Project Management
  • The Job Seekers
  • Introducing the New Project Complexity Model. Part IV.
  • Introducing the New Project Complexity Model. Part III
  • The Project Manager
  • Project Management and Volunteerism
  • Introducing the New Project Complexity Model. Part II.
  • Recovering Distressed Projects. Part II.
  • Introducing the New Project Complexity Model. Part I.
  • Project Management in a Technical Environment
  • Different Types of Projects from Small to Distressed
  • Recovering Distressed Projects (part 1 of 2)
  • From Small Projects, Large Projects Grow
  • Where will BA/PM Professionals Come from? Next Steps
  • What Can Be Done To Ensure Projects Are Successful?
  • A Second Look under the Hood of the BA/PM Position Family
  • Why Do So Many Projects Run into Trouble and Does Anyone Care?
  • Leveraging Project Portfolio Management to Implement an Effective IT Governance Strategy
  • Presentation: Leadership Skills for the Technical Professional
  • How Project Managers Communicate... Or Not!
  • Can EPM Evolve Out of the Sum of the Parts?
  • A First Look under the Hood of the BA/PM Position Family
  • How Do You Select the Right Project Manager for the Project?
  • Some Important Ideas To Help Keep Projects On Track
  • A First Pass at Defining the BA/PM Position Family
  • Project Success Factors and Value Contracts
  • Keeping Project Scope Creep under Control
  • Enterprise Project Management In Volatile Economic Times
  • An Examination of BA and PM Skills Profiles
  • EPM in a Foreclosure Economy
  • Project Management is Free!
  • Creating an Effective Project Management Office
  • Implementing PM: It
  • Effective Requirements Gathering and Management Need the Skills of Both the BA and the PM
  • Head for the Hills
  • Telling Truth to Power
  • Perhaps It
  • Is it Time for the BA and the PM to Get Hitched?
  • Newer Isn
  • Putting the Project Manager in the Driver
  • Three Steps to Project Success
  • The Electric PMO
  • Staying Power
  • Top Three Things You (Probably) Didn
  • Adaptive Project Management
  • Myths, Mistakes and Assumptions
  • Myths, Mistakes and Assumptions
  • Unquestioned Assumptions: Costly Mistakes
  • Dashboarding Redux
  • Stop! Something
  • Take Charge: Manage Your PM Career
  • Early Warning Signs
  • A Look at Soft Skills and Project Value
  • Serving Up Soft Skills
  • Prioritization and Scheduling Based on Value
  • Making Sure that the Medium and the Message are in Synch
  • Negotiating the Triple Constraints
  • Virtual Velocity: Effective Project Management Gives Virtual Teams the Edge
  • Tightening the Purse Strings and Getting Value for Money
  • Why Track Actual Costs and Resource Usage on Projects?
  • EVM: Project Management with the Lights On!
  • PMO: Change and Integration Management
  • It
  • The California Gold Rush and New Year
  • Former Gold Rush City Aligns IT Plans with an Eye on the Future
  • The Last of the 2008 New Year
  • Looking for Inspiration in 2008
  • Creating a Successful Project Management Office
  • 10 Ways to Inspire Your Team
  • A Year of Change for Project Times
  • Dispatches from the PM Front Lines
  • Perk Up for PERT
  • How to Start a Project Management Company without an IT Professional
  • Let
  • How
  • Achieving Project Excellence: What
  • Which Comes First, the Chicken or the Egg?
  • Chicken, Egg, Process, Tool
  • Bring Back the Guild for Project Managers
  • TANSTAAFL - There Ain
  • Freebies, Trends, Great Expectations and a Cautionary Tale
  • Improve your Brainstorming. Start Eightstorming.
  • Spreadsheets: The Most Expensive PPM Tool You Didn
  • What to Expect From Your New Project Management System
  • Project Portfolio Management Megatrends
  • Are We Really Only as Old as We Feel?
  • Decision Making: Trusting Your Data
  • 10 Ways Project Management Skills Can Help Your Career
  • Creating and Delivering Great Television Programming
  • Leading a Multigenerational Project Team
  • Using Project Management Techniques to Scale New Heights
  • More Top 10 Tips for Project Management Success
  • Easy As Implementing a Package
  • Maximizing Project Value: Developing a Project Business Case
  • The Real Costs of Failed Projects
  • Chocolate or Vanilla
  • Everything You Ever Needed to Know about Running a Project, You Could Learn by Climbing a Mountain
  • July 2007: Some Summer Project Management Reading
  • Easy as Implementing a Package
  • PMO 2.0: Expanding the Value and Reach of the PMO
  • Commoditizing Project Management for the Mid-market
  • Adding Manpower to a Late Software Project Makes it Later
  • Project Manager Perspective
  • Communicating with "Non-Experts": A Guide for Project Managers
  • IT Program Management for Toronto Pearson
  • Linking Earned Value to Schedule Analysis
  • Seven Reasons to Take a Look at Microsoft Project 2007
• Blogs
  • Kevin Aguanno
    • What’s New in Agile Project Management Certifications?
    • Project Management Advice from Popular Music
    • Testing Strategy is Critical to Project Success
    • My Project Management New Year Resolution
    • Project Startup Activities are Key to Success in Both Agile and Traditional Approaches
    • Why Project Managers Should Master the Art of Bribery
    • Project Management and Office Politics
    • My Project is Harder than Your Project
    • Multi-Cultural Project Management
    • Birds of a Feather - Project Managers and Business Analysts
    • Why do Most Project Managers Fail?
    • Is There Any Value to PM Certification?
    • The Change Control Myth
    • Project Managers Can Shine in Today’s Tough Economy
    • What Value Does a PM Provide at the End of a Project?
    • The "Ideal" Iteration Length Revealed...
    • Getting PM Training without Breaking the Bank
    • Best Practices are Still Best Practices
    • Ending the Methodology Wars
    • The Need for an Annual Project Management Award
    • A Fresh Approach to Project Management Training
    • Just Say No to Project Management Charlatans
  • Lisa Anderson
    • How Do We Market & Promote a Project to Ensure Success?
    • Start off Your New Year with a Quick Win
    • Would You Like To Close Out The Year With Project Success?
    • How Should We Set Project Goals?
    • How do you Implement Lean for Project Management
    • Value Your Project Team
    • Deliver Project Results by Engaging Employees
    • Project Management Tips
    • Project Management Priorities
    • Project Requirements Documents – Why bother?
    • How Do You Know If Your Project Is on Track?
    • Are You Buried in Unrealistic Project Demands?
    • Case Study of a Project Failure
    • Keys to Program Management Success
    • Lessons Learned from Awful Project Managers
    • Leverage the Recovery
    • Jump Start Your Project in the New Year
    • ERP Implementation: Secrets of Success
    • Project Success; It Begins and Ends with Leadership
    • Projects Don’t Fail in Formulation; They Fail in Implementation!
    • Survey Says – Three Keys to Project Success
    • Why Organization Can Make or Break Your Project
    • Where have all the Project Managers Gone?
    • A Slam Dunk to Executive Commitment
    • A Hidden Key to Project Success
    • Top Three Causes of Project Failure
    • Project Risk – Should You Care?
    • Why Project Planning is Critical to Attaining Strategy Goals
    • Common Pitfalls to ERP Project Success
    • Top Traits of Successful Project Leaders
    • Accelerate Project Results
    • Project Management Software - NOT Critical to Success
    • Can You Use Project Management to Find a Job?
    • Throw Out Complex Project Timelines!
  • Kiron Bondale
    • The Rights and Responsibilities of Project Managers
    • So What?
    • To Escalate or Not to Escalate? That is the Question!
    • Five Uses for a "Dead" Issue Log
    • Opportunities – A Positive Rationale For Project Risk Management!
    • Project Management – Why “Good Enough” is Often Enough
    • Five “Simple” Questions to Facilitate Project Selection & Prioritization
    • Preventing a Trip Over the Waterfall When Introducing Agile Methods
    • Governance for IT Work Intake – One Size Definitely Doesn’t Fit All!
    • Knowledge-based PM Certifications: Value Add or Necessary Evil?
    • Program Management – the Missing Link Between PPM and PM
    • Seven Deadly Project Manager Sins
    • Technical Competency for Project Managers – Valuable Asset or Source of Risk?
    • Applying Consumer Marketing to Project Prioritization
    • Compliance Projects – “Good Enough” is Sometimes Good Enough!
    • Avoiding Speed Bumps when Adopting Agile Practices
    • Five Lessons that Project Managers can Learn from Star Trek
    • An Elevator Pitch for Project Management
    • Pushing on a Wet Noodle - Demonstrating the Value of PPM
    • Don’t be an Ostrich; Proactively Address Unpredictability about Project Resource Availability
    • The Power of Effective Communication
    • Quantifying Contingency; a Bonus Outcome of Risk Management
    • Post-project Resource Evaluation – a Forgotten Contributor to Project Success
    • Striking an Agile Balance when Evaluating Project Requests
    • An Accurate Project Schedule; a Gift that Keeps on Giving!
    • I Come to Bury PMOs, Not to Praise Them
    • Overcoming Project Management Super Villains
    • Stealth Projects - Why Should We Care?
    • Old Projects Never Die; They Just Fade Away
    • Project Administration - Sure Beats Root Canal Surgery!
    • Capturing the Hearts and Minds of Project Risk Stakeholders
    • Tips for Identifying the Walking Dead
    • Your Project has been Targeted for Termination - Now What?
    • Avoiding Potholes on the Road to Earned Value
    • Lessons Learned; Avoid the Oxymoron
  • Claude Emond
    • An Agile Framework - Part 3- Four Agile Project Management Techniques.
    • An Agile Framework Part 2 - 8 Principles of Successful Agile Projects
    • Surviving The Project Age - An Agile Framework Part 1
    • Surviving the Project Age
    • The Standard for Portfolio Management – Something Big is Missing!
    • Velocity Part 5.1. Elevating Technical Maturity; Resource Availability Issues
    • Velocity Part 5 - Elevating the Capacity to Change Constraint
    • Velocity Part 4 – What needs to be Elevated in the “Capacity and Will to Change” Constraint
    • Velocity Part 3 – Five Basic Steps to Effective Constraint Management
    • Velocity Part 2; Identifying the Limiting Constraint of Cultural Change Projects
    • What is a major change?
    • The Tale of the Bow; Learning from Gabriel
    • Velocity. Part 1- Introduction
    • Exercising Necessary Project Leadership When the Time Comes
    • Paradigm shifts. The True Nature of Successful Project Teams; Everyone is a Sponsor
    • Learning from and Sharing in other Project Managers' Misfortunes
    • The Best Project Managers are Emotion-driven Leaders
    • The 10 Key Project Management Success Factors... Minus Nine
    • "Why Management" - The Ultimate Knowledge Area
    • Project Portfolio Management Goes Agile
    • Managing and Surviving Imposed and Unrealistic Time Estimates
    • Summarizing the Rules of Lean Project Management
    • The Rules of Lean Project Management: Part 8
    • From Lessons to Learn to Lessons Learned
    • The New Project Management; the French ... and Everyone Else!
    • Project Risk Management in 12 Questions
    • The Rules of Lean Project Management: Part 7
    • The Rules of Lean Project Management: Part 6
    • The Rules of Lean Project Management: Part 5
    • Just do it!
    • The Rules of Lean Project Management: Part 4
    • The Rules of Lean Project Management: Part 3
    • I SEE YOU
    • Managing a Project as a Complex Journey
    • The Rules of Lean Project Management: Part 2
    • The Rules of Lean Project Management as I See Them
    • What Does
    • Vroom and the Capability Principle
    • The Proximity Principle: Continuous End-User Involvement and Project Success
    • Not Managing Perceptions: The 10th Waste of Project Management
    • The true why of project management
    • Is the Gantt Chart Dead or Just Another Victim of Tool Disease?
    • Positive Risk: An Idea Whose Time Should Never Have Come!
  • Elizabeth Larson
    • 7 Trends in Business Analysis and Project Management to Watch for in 2012
    • Three Tips for Solving the Communications Dilemma
    • Lessons from the King’s Speech - How to Influence Without Authority
    • Kicking the Hornet's Nest
    • Is Your Organization Agile Ready? Part 2.
    • Is Your Organization Agile-Ready? Part 1.
    • Be Satisfied with what I Give You- It’s Better than what You Asked for
    • Five Rules for Project Success
    • Is the Business Analyst a Product Owner or Tester on Agile Projects?
    • Scrum vs. Waterfall Round 2; The Fight Continues
    • A Heavyweight Fight; Scrum vs. Waterfall
    • Who Should Define the Business Need?
    • Is There a Personality Profile for the Project Manager and Business Analyst?
    • The PM and BA Role; a Deeper Dive
    • Who Should Model Requirements? Business Analysts or Project Managers?
    • Influencing the Project Manager
    • Can You Be Both PM and BA on the Same Project?
    • Slaying the Dragon: Oldies but Goodies in an Agile World
    • Cultural Intelligence - Do You Have It?
    • Tips and Tricks for Facilitating Conflict Resolution
    • A Requirement by Any Other Name
    • Avoiding Conflict between the PM and BA. Part 2.
    • Avoiding Conflict between the PM and BA. Part 1
  • George Pitagorsky
    • Communication and Mindfulness
    • Why Projects Fail: A Root Cause
    • How Much Project Management is Enough?
    • Scheduling 101: Remember the Basics
    • Improving Communication: Controlling Your Body Language and Tone
    • Overcoming Your Tendencies to Optimize Your Performance
    • Business Analysts Need Unbiased Clarity
    • Do Agile Projects Need Project Managers?
    • Who Is Responsible for Declaring that a Project is Troubled?
    • Risk Management and the Impulse to Fail
    • Failed Projects: Who is Responsible?
    • Seeing the Big Picture: The More You Know …
    • The Bad and the Ugly
    • Project Managers are Change Managers
    • How to Motivate the Team? Honesty and Respect
    • How to Motivate the Team on a Troubled Project
    • Reviews, Process Analysis and Organizational Learning
    • The Business Analyst Role – Who Plays It? Where Does It Fit?
    • Rational Estimates: Motivate the Team by Acknowledging Reality
    • Time-to-Value and the Value of Time
    • Getting Strategic Projects off the Back Burner
    • Rushing the Project to Disaster – Greed and Fear
    • The Challenge of PM in Engagement Management
    • Risk and Uncertainty – Managing Expectations
    • Mindfully Managing Expectations
    • Effective Estimating and the Courage to Push Back
    • Motivating Knowledge Sharing
    • Accountability and Performance
    • Kick-off is a Process, Not Just a Meeting
    • What is a Successful Project?
    • Project Knowledge Management in PM - Time for Change
    • Educating the Stakeholders: Whose Job is it Anyway?
    • The Demand for Accurate Estimates and Rational Expectations
    • Why Debate? Let Formality and Agility Coexist
    • The 'Right' PM Effort in the Face of Tight Budgets
    • Optimizing Project Performance
  • Robert Galen
    • The Agile Project Manager—Do You TRUST Your Team?
    • The Agile Project Manager - Don’t Throw out the PMBOK!
    • The Agile PM—What’s the Big Deal about Commitment?
    • The Agile Project Manager—Viewing RISK Through a Different Lens
    • The Agile Project Manager—Fail NOW as a Strategy
    • Agile Project Management—Engaging Your Customer!
    • The Agile Project Manager—The Cost of Transparency
    • Agile Project Management—Driving Value or Where’s the Beef?
    • Agile Project Management—The Clarity of Transparency
    • Agile Project Management—No Upfront Estimates!
    • Agile Project Manager – Traditional PM Triangle be Damned, Keep Quality First!
    • Agile Project Management—Controlled Chaos
    • Agile Project Management; Crossing the Chasm from Traditional Thinking!
    • How Do You Want Your Software; Good or Fast? Part 2.
    • How Do You Want Your Software; Good or Fast? Part 1.
    • Agile Risk Management—Viewed Through a Different Lens
    • The ‘Essence’ of Agile Metrics. Part 2.
    • The ‘Essence’ of Agile Metrics. Part 1.
  • Drew Davison
    • From the Sponsor’s Desk – Knowing Your Project Profile
    • From the Sponsor’s Desk - Leaving a Legacy of Lessons Learned
    • From the Sponsor’s Desk - Avoiding New Technology Risks
    • From the Sponsor’s Desk – Collaboration in a Command and Control World
    • From the Sponsor’s Desk – Managing IT Services Contractors
    • From the Sponsor’s Desk – Pulling the Project Plug
    • From the Sponsor’s Desk – Building Project Management Maturity
    • From the Sponsor’s Desk – Delivering Portfolio Management Light
    • From the Sponsor’s Desk – Eight Steps to PPM Implementation Success
    • From the Sponsor’s Desk - The Offshoring Challenge, Part 2
    • From the Sponsor's Desk - The Offshoring Challenge, Part 1
    • From the Sponsor’s Desk – Anybody Can Manage a Project, Part 2
    • From the Sponsor’s Desk. Anybody Can Manage a Project, Part 1
    • From the Sponsor's Desk - The Power of Teams
    • From the Sponsor’s Desk - Speaking Truth to Power
    • From the Sponsor’s Desk; The Never Ending Project
    • From the Sponsor’s Desk; You Get What You Pay For
    • From the Sponsor’s Desk; A Perfect Project
    • From the Sponsor’s Desk; A Great Project Manager – the Sponsor’s Best Friend
  • Greta Blash
    • Have a Nice Conflict
    • Who Manages the Project Manager?
    • Should PMP Recertification be Modified?
    • Editors Blog - Intro for Bad Project Management (or Managers)
    • Ups and Downs of a Project Manager / Business Analyst's Journey
  • How Do We Market & Promote a Project to Ensure Success?
  • Communication and Mindfulness
  • From the Sponsor’s Desk – Knowing Your Project Profile
  • 7 Trends in Business Analysis and Project Management to Watch for in 2012
  • The Rights and Responsibilities of Project Managers
  • From the Sponsor’s Desk - Leaving a Legacy of Lessons Learned
  • Start off Your New Year with a Quick Win
  • The Agile Project Manager—Do You TRUST Your Team?
  • Why Projects Fail: A Root Cause
  • So What?
  • The Agile Project Manager - Don’t Throw out the PMBOK!
  • Would You Like To Close Out The Year With Project Success?
  • From the Sponsor’s Desk - Avoiding New Technology Risks
  • How Much Project Management is Enough?
  • To Escalate or Not to Escalate? That is the Question!
  • The Agile PM—What’s the Big Deal about Commitment?
  • How Should We Set Project Goals?
  • Scheduling 101: Remember the Basics
  • How do you Implement Lean for Project Management
  • Five Uses for a "Dead" Issue Log
  • Three Tips for Solving the Communications Dilemma
  • The Agile Project Manager—Viewing RISK Through a Different Lens
  • Improving Communication: Controlling Your Body Language and Tone
  • From the Sponsor’s Desk – Collaboration in a Command and Control World
  • Opportunities – A Positive Rationale For Project Risk Management!
  • The Agile Project Manager—Fail NOW as a Strategy
  • Value Your Project Team
  • From the Sponsor’s Desk – Managing IT Services Contractors
  • Overcoming Your Tendencies to Optimize Your Performance
  • Project Management – Why “Good Enough” is Often Enough
  • Deliver Project Results by Engaging Employees
  • Agile Project Management—Engaging Your Customer!
  • From the Sponsor’s Desk – Pulling the Project Plug
  • Five “Simple” Questions to Facilitate Project Selection & Prioritization
  • The Agile Project Manager—The Cost of Transparency
  • Project Management Tips
  • Project Management Priorities
  • Business Analysts Need Unbiased Clarity
  • Do Agile Projects Need Project Managers?
  • Preventing a Trip Over the Waterfall When Introducing Agile Methods
  • From the Sponsor’s Desk – Building Project Management Maturity
  • Project Requirements Documents – Why bother?
  • Agile Project Management—Driving Value or Where’s the Beef?
  • Have a Nice Conflict
  • Who Is Responsible for Declaring that a Project is Troubled?
  • How Do You Know If Your Project Is on Track?
  • Governance for IT Work Intake – One Size Definitely Doesn’t Fit All!
  • Are You Buried in Unrealistic Project Demands?
  • From the Sponsor’s Desk – Delivering Portfolio Management Light
  • Risk Management and the Impulse to Fail
  • What’s New in Agile Project Management Certifications?
  • An Agile Framework - Part 3- Four Agile Project Management Techniques.
  • Who Manages the Project Manager?
  • Knowledge-based PM Certifications: Value Add or Necessary Evil?
  • From the Sponsor’s Desk – Eight Steps to PPM Implementation Success
  • Should PMP Recertification be Modified?
  • Case Study of a Project Failure
  • An Agile Framework Part 2 - 8 Principles of Successful Agile Projects
  • Failed Projects: Who is Responsible?
  • Program Management – the Missing Link Between PPM and PM
  • Project Management Advice from Popular Music
  • Lessons from the King’s Speech - How to Influence Without Authority
  • Keys to Program Management Success
  • From the Sponsor’s Desk - The Offshoring Challenge, Part 2
  • Surviving The Project Age - An Agile Framework Part 1
  • Seven Deadly Project Manager Sins
  • Lessons Learned from Awful Project Managers
  • Seeing the Big Picture: The More You Know …
  • Editors Blog - Intro for Bad Project Management (or Managers)
  • Testing Strategy is Critical to Project Success
  • The Bad and the Ugly
  • Surviving the Project Age
  • Leverage the Recovery
  • Agile Project Management—The Clarity of Transparency
  • Project Managers are Change Managers
  • Technical Competency for Project Managers – Valuable Asset or Source of Risk?
  • Ups and Downs of a Project Manager / Business Analyst's Journey
  • My Project Management New Year Resolution
  • Jump Start Your Project in the New Year
  • Project Startup Activities are Key to Success in Both Agile and Traditional Approaches
  • From the Sponsor's Desk - The Offshoring Challenge, Part 1
  • Kicking the Hornet's Nest
  • Agile Project Management—No Upfront Estimates!
  • Applying Consumer Marketing to Project Prioritization
  • ERP Implementation: Secrets of Success
  • How to Motivate the Team? Honesty and Respect
  • Is Your Organization Agile Ready? Part 2.
  • From the Sponsor’s Desk – Anybody Can Manage a Project, Part 2
  • Compliance Projects – “Good Enough” is Sometimes Good Enough!
  • How to Motivate the Team on a Troubled Project
  • Project Success; It Begins and Ends with Leadership
  • Why Project Managers Should Master the Art of Bribery
  • The Standard for Portfolio Management – Something Big is Missing!
  • From the Sponsor’s Desk. Anybody Can Manage a Project, Part 1
  • Agile Project Manager – Traditional PM Triangle be Damned, Keep Quality First!
  • Avoiding Speed Bumps when Adopting Agile Practices
  • Reviews, Process Analysis and Organizational Learning
  • Projects Don’t Fail in Formulation; They Fail in Implementation!
  • Project Management and Office Politics
  • Velocity Part 5.1. Elevating Technical Maturity; Resource Availability Issues
  • Is Your Organization Agile-Ready? Part 1.
  • From the Sponsor's Desk - The Power of Teams
  • Agile Project Management—Controlled Chaos
  • The Business Analyst Role – Who Plays It? Where Does It Fit?
  • Five Lessons that Project Managers can Learn from Star Trek
  • My Project is Harder than Your Project
  • Survey Says – Three Keys to Project Success
  • Be Satisfied with what I Give You- It’s Better than what You Asked for
  • Velocity Part 5 - Elevating the Capacity to Change Constraint
  • Agile Project Management; Crossing the Chasm from Traditional Thinking!
  • From the Sponsor’s Desk - Speaking Truth to Power
  • Rational Estimates: Motivate the Team by Acknowledging Reality
  • An Elevator Pitch for Project Management
  • Why Organization Can Make or Break Your Project
  • Multi-Cultural Project Management
  • Velocity Part 4 – What needs to be Elevated in the “Capacity and Will to Change” Constraint
  • Five Rules for Project Success
  • How Do You Want Your Software; Good or Fast? Part 2.
  • From the Sponsor’s Desk; The Never Ending Project
  • Time-to-Value and the Value of Time
  • Pushing on a Wet Noodle - Demonstrating the Value of PPM
  • Birds of a Feather - Project Managers and Business Analysts
  • Where have all the Project Managers Gone?
  • Velocity Part 3 – Five Basic Steps to Effective Constraint Management
  • Is the Business Analyst a Product Owner or Tester on Agile Projects?
  • How Do You Want Your Software; Good or Fast? Part 1.
  • From the Sponsor’s Desk; You Get What You Pay For
  • Getting Strategic Projects off the Back Burner
  • Don’t be an Ostrich; Proactively Address Unpredictability about Project Resource Availability
  • Why do Most Project Managers Fail?
  • A Slam Dunk to Executive Commitment
  • Velocity Part 2; Identifying the Limiting Constraint of Cultural Change Projects
  • Scrum vs. Waterfall Round 2; The Fight Continues
  • Agile Risk Management—Viewed Through a Different Lens
  • From the Sponsor’s Desk; A Perfect Project
  • Rushing the Project to Disaster – Greed and Fear
  • The Power of Effective Communication
  • Is There Any Value to PM Certification?
  • A Hidden Key to Project Success
  • A Heavyweight Fight; Scrum vs. Waterfall
  • What is a major change?
  • From the Sponsor’s Desk; A Great Project Manager – the Sponsor’s Best Friend
  • The Challenge of PM in Engagement Management
  • Quantifying Contingency; a Bonus Outcome of Risk Management
  • Top Three Causes of Project Failure
  • The Change Control Myth
  • The Tale of the Bow; Learning from Gabriel
  • Who Should Define the Business Need?
  • The ‘Essence’ of Agile Metrics. Part 2.
  • Risk and Uncertainty – Managing Expectations
  • Post-project Resource Evaluation – a Forgotten Contributor to Project Success
  • Project Managers Can Shine in Today’s Tough Economy
  • Project Risk – Should You Care?
  • Velocity. Part 1- Introduction
  • Is There a Personality Profile for the Project Manager and Business Analyst?
  • Lessons Learned or Forgotten
  • The ‘Essence’ of Agile Metrics. Part 1.
  • Mindfully Managing Expectations
  • Striking an Agile Balance when Evaluating Project Requests
  • Why Project Planning is Critical to Attaining Strategy Goals
  • Exercising Necessary Project Leadership When the Time Comes
  • The PM and BA Role; a Deeper Dive
  • Creative Project Management
  • Effective Estimating and the Courage to Push Back
  • An Accurate Project Schedule; a Gift that Keeps on Giving!
  • Common Pitfalls to ERP Project Success
  • Paradigm shifts. The True Nature of Successful Project Teams; Everyone is a Sponsor
  • Who Should Model Requirements? Business Analysts or Project Managers?
  • New Year's Resolutions
  • I Come to Bury PMOs, Not to Praise Them
  • Motivating Knowledge Sharing
  • Top Traits of Successful Project Leaders
  • What Value Does a PM Provide at the End of a Project?
  • Learning from and Sharing in other Project Managers' Misfortunes
  • Influencing the Project Manager
  • What will Santa Bring Your Project Team?
  • Accountability and Performance
  • Overcoming Project Management Super Villains
  • The "Ideal" Iteration Length Revealed...
  • Can You Be Both PM and BA on the Same Project?
  • Accelerate Project Results
  • The Best Project Managers are Emotion-driven Leaders
  • Really, Should You Be a Project Manager?
  • Kick-off is a Process, Not Just a Meeting
  • Stealth Projects - Why Should We Care?
  • Project Management Software - NOT Critical to Success
  • The 10 Key Project Management Success Factors... Minus Nine
  • Slaying the Dragon: Oldies but Goodies in an Agile World
  • Only the Certifiable Gets Certified?
  • What is a Successful Project?
  • Old Projects Never Die; They Just Fade Away
  • Getting PM Training without Breaking the Bank
  • Can You Use Project Management to Find a Job?
  • "Why Management" - The Ultimate Knowledge Area
  • Cultural Intelligence - Do You Have It?
  • Project Control - Is it just an illusion?
  • Project Knowledge Management in PM - Time for Change
  • Project Administration - Sure Beats Root Canal Surgery!
  • Best Practices are Still Best Practices
  • Throw Out Complex Project Timelines!
  • Project Portfolio Management Goes Agile
  • Tips and Tricks for Facilitating Conflict Resolution
  • Why so much Talk about Earned Value? Who Uses it?
  • Ending the Methodology Wars
  • Educating the Stakeholders: Whose Job is it Anyway?
  • Capturing the Hearts and Minds of Project Risk Stakeholders
  • A Requirement by Any Other Name
  • Managing and Surviving Imposed and Unrealistic Time Estimates
  • Project Management Training in Europe and in the USA. Part 2
  • The Demand for Accurate Estimates and Rational Expectations
  • Tips for Identifying the Walking Dead
  • The Need for an Annual Project Management Award
  • Summarizing the Rules of Lean Project Management
  • Project Management Training in Europe and in the USA. Part 1
  • Why Debate? Let Formality and Agility Coexist
  • Your Project has been Targeted for Termination - Now What?
  • A Fresh Approach to Project Management Training
  • The Rules of Lean Project Management: Part 8
  • Avoiding Conflict between the PM and BA. Part 2.
  • Creative Expansion - Scope Creep Upfront Instead of at the End
  • The 'Right' PM Effort in the Face of Tight Budgets
  • Avoiding Potholes on the Road to Earned Value
  • 10 Ways to Use Requirements to Melt an Executive's Brain
  • Just Say No to Project Management Charlatans
  • From Lessons to Learn to Lessons Learned
  • Avoiding Conflict between the PM and BA. Part 1
  • PMI is Taking Over the World...!
  • Optimizing Project Performance
  • Lessons Learned; Avoid the Oxymoron
  • Addressing Common Problems with Projects
  • The New Project Management; the French ... and Everyone Else!
  • Twenty Ideas du jour for the Practicing Project Manager
  • Security Considerations for Managing Project Information
  • Project Risk Management in 12 Questions
  • Great Project Management Challenges; The Hoover Dam
  • The Jewel of Investments; Increasing PM Maturity
  • The Rules of Lean Project Management: Part 7
  • Taking Bearings
  • Project Managers and Downsizing
  • The Rules of Lean Project Management: Part 6
  • Here
  • Measuring up
  • The Rules of Lean Project Management: Part 5
  • Lessons from the CEOs of GM, Ford and Chrysler
  • Answering Some Standardized Questions
  • Planes, Trains and Privacy Blues
  • Just do it!
  • Monitoring Many Small Projects
  • The Rules of Lean Project Management: Part 4
  • Market Turmoil 2008; Two Lessons Learned
  • Where Risk Management Trumps Quality Principles
  • The Rules of Lean Project Management: Part 3
  • Now Stop Wasting People
  • Different Project Managers for Different Projects
  • I SEE YOU
  • From Good to Bloody Excellent
  • The Right Amount of Documentation in our Projects
  • Managing a Project as a Complex Journey
  • From Good to Bloody Excellent
  • On Procrastination
  • Managing Requirements Gathering
  • The Rules of Lean Project Management: Part 2
  • Why Do Organizations Struggle with Project Management?
  • Effective Communication
  • The Rules of Lean Project Management as I See Them
  • What Does Your PMO Do?
  • What Does
  • Are You a Better Person Today?
  • Breaking Down the Functional Silos
  • Vroom and the Capability Principle
  • What is the Most Serious Issue with Project Management Today?
  • Portfolio Management or Just Resource Management
  • And the Rant Goes On!
  • The Proximity Principle: Continuous End-User Involvement and Project Success
  • Creativity Cannot Be Scheduled!
  • What
  • Not Managing Perceptions: The 10th Waste of Project Management
  • If Perceptions Are Everything
  • Linking Change Management Processes to Projects Early
  • The true why of project management
  • Monitoring to Serve and Protect, Not to Play Big Brother!
  • Are all the arrows pointing in the
  • Is the Gantt Chart Dead or Just Another Victim of Tool Disease?
  • Positive Risk: An Idea Whose Time Should Never Have Come!
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  • Executive Guide to Evaluating Business Requirements Quality
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  • Gaining Momentum for Requirements Improvement
  • Executive Guide to Business and Software Requirements
  • Getting Consensus on Business Requirement: Tips and Traps
  • Requirements discovery and elicitation: Tactics for Tomorrow
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  • Getting Business Requirements Right: Fixing the Highest-leverage Stages in the System Development Life Cycle
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