A major renovation project at Denver International Airport is sending out Mayday signals, with cost overruns that could exceed $350 million and delays measured in years. It’s déjà vu all over again.
I once did a story on an infamous project debacle—a complex baggag…
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From Voices on Project Management:
By Conrado Morlan
I’ve been running for eight-plus years—ever since my son suggested I do a half marathon in San Antonio, Texas, USA. So when a friend suggested I try a triathlon, I was ready for it. At that point, three years ago, I had 10 full marathons and 15 half marathons und…
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From Voices on Project Management:
By Lynda Bourne
As you may know, any monitoring and control process has three components. The first is establishing a baseline that you plan to achieve, the second is comparing actual progress to the plan to see if there are any differences, and the third is taking corrective or preventative …
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From Voices on Project Management:
By Peter Tarhanidis
Artificial intelligence is no longer a tool we’ll use on projects in the future. Right now, many organizations are formalizing the use of advanced data analytics from innovative technologies, algorithms and AI visualization techniques into strategic projects.
The matu…
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From Voices on Project Management:
By Wanda Curlee
I recently flew across the country with my two grandchildren, both under the age of three. While their mother was with me, we were not seated together., so I was understandably a little concerned about the trip. (And for the people around me.)
The trip did make me wonder, howev…
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From Voices on Project Management:
By Dave Wakeman
How do we present ourselves to our teams? That’s something I didn’t think about deeply until recently, when I started hanging out with Harrison Monarth, author of Executive Presence: The Art of Commanding Respect Like a CEO.
I had considered it, of course…
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From Project Management.com Blogs:
Relationships take a lot of work. Are you working on your project relationships?
The importance of building productive working relationships with your team can't be overstated. It's a fundamental part of a project manager’s job—as time-consuming and critical as creating t…
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Relationships take a lot of work. Are you working on your project relationships?
The importance of building productive working relationships with your team can't be overstated. It's a fundamental part of a project manager’s job—as time-consuming and critical as creating t…
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There are many implications involved with ignoring the data or choosing to overlook the outcome knowledge at one’s disposal. However, we often punish bad outcomes without truly understanding the bad decisions that led to them. See the story of Husband E. Kimmel, Commander in Chief of the United States Fleet during the Pearl Harbor attack in 1941, who was summarily relieved of his command ten days later. Fischoff wrote of experiments conducted in which subjects were asked to judge historical events that, “a past which is inordinately barren of surprises provides an inordinately weak test of the hypotheses applied to it (Popper, 1965). The judge who perceives a relatively surprise-free past may feel little compulsion to change the hypotheses which guided him in viewing that past. Thus, the very outcome knowledge which gives him the feeling that he understands what the past was all about may prevent him from learning anything from it.” (Fischhoff, 1974). Something to consider as we read Lynda Bourne’s Beware the Dangers of Technical Debt.
Fischhoff, B. (1974). Hindsight-foresight: The effect of outcome knowledge on judgment under uncertainty. PsycEXTRA Dataset, 1-29. doi:10.1037/e459202004-001
From Voices on Project Management:
By Lynda Bourne
Have you ever experienced technical debt on a project? As the debt builds up, everything looks good from the outside. However, when the crunch comes and that debt has to be repaid, a major reversal in fortune can occur.
Technical debt refers to the costs of having to go bac…
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From Voices on Project Management:
Business Transformation in Disguise
By Jess Tayel
In the quest to uplift capabilities, better serve customers, improve the bottom line or acquire market share, organizations rely on a mix of projects and programs.
Some projects are scored as critical and complex. Some organizations have a c…
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