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by Dave Wakeman

I recently came across some of management guru Peter Drucker’s thoughts on project management.

As often happens with Drucker’s writing, the lessons he wrote about many years ago are still applicable today.

In his thinking about project management, Dru…

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Voices on Project Management http://bit.ly/2TZAY4u

Interesting questions posed in this Voices on Project Management post. Back in 2004, Wysocki wrote, “The amount of effort put into the design and implementation of a process does not really matter; there is always room for improvement. Nowhere is this more obvious than in the technical professions. As new technologies emerge, new
ways of doing things arise and we must change or die. In other words, an organization simply cannot stand still and expect project management to continue to function at expected levels of effectiveness. It must continuously improve processes or they will fall into misuse or no use at all” (Wysocki, 2004). As project complexity increases, can we afford to stand still in terms of process development?

by Lynda Bourne

Project managers and processes go hand in hand. But are the processes of the past the right ones to guide future projects? And if project management is evolving beyond today’s generally accepted 40 or 50 processes, what should the next version of A Guide to the Project M…

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Wysocki, R. K. (2004). Project management process improvement. Boston, MA: Artech House.

By Marian Haus, PMP

Trust is defined as a “firm belief in the reliability, truth, ability or strength of someone or something.”

Isn’t that what we all want in our professional and private lives?

Imagine a project with little or no trust between the project manager, team me…

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By Christian Bisson, PMP, PSM

The Agile methodology is quickly becoming the standard for IT projects. More specifically, most organizations are using the Scrum framework to bring their software development to the next level. 

But it’s implementation often remains a challen…

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By Ramiro Rodrigues

Is risk management just an exercise in paranoia?

That’s the question I’m often asked. I like to respond by saying there are both negative and positive risks.

A risk is a situation in which it cannot be certain whether a spe…

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by Dave Wakeman

In today’s project environment, it can be difficult for project managers to know where they should—or shouldn’t—focus their time and energy. Stakeholders, team members, and sponsors, all with their own agendas, pull project managers in different directi…

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by Wanda Curlee

Imagine this: You’re walking in San Francisco, California, USA, when you spot an out-of-control trolley car headed toward a group of five people working on the track. You yell for them to get out of the way, but they don’t hear or see you. You’re standing next to…

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by Cyndee Miller

Project leaders aren’t exactly known as rebels.

And Luke Williams pulled no punches on why that needs to change, calling out project and program managers as frequent barriers to anything beyond incremental change. Too often, he said, they stick to established systems.
…

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