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Category Archives: Program & Knowledge Management
Better Project Reviews Have a Big Payoff
The likelihood of success for a Project Manager in the execution of a challenging project can be greatly enhanced by the use of effective recurring reviews. I’m sorry to say that I’ve attended too many ineffective project … Continue reading
Making Our Project Schedules More Credible
Project Managers are both the victims and the perpetrators of project schedule credibility gaps. This blog explores the nature of these credibility gaps, their causes, and offers some tips to avoid them. In this blog I’ll … Continue reading
There is No Root Cause for Project Failure
When Projects fail, professionals want to know why, so they can learn and prevent similar failures in the future. A lot of smart people have worked diligently, to research project failures in an attempt to find, and share with us, … Continue reading
Knowing When to Re-baseline Your Project
There is much debate over when, and even if, it’s appropriate to “re-baseline” a project. For the purpose of this blog, I’ll define re-baselining as actions taken by the Project Manager, with the customer’s concurrence, that result in the elimination … Continue reading
Striving for No-Surprise Project Management
We have a love-hate relationship with surprises. In our personal lives we tend to love surprises. Surprise Parties, surprise call from friends, surprise wedding proposals, and movies with surprise endings. In fact, research shows that when we are pleasantly surprised, … Continue reading
Tactical Application of Project Management Maturity Models
Project Management Maturity Models (PMMMs), can be powerful tools for improving the performance of project teams and the businesses and customers they serve. Unfortunately, in my opinion, the way that most of the current PMMMs are designed and used, I … Continue reading
Project Management in the Matrix Crossfire
Many businesses have adopted a Project/Functional matrix management organizational model as a way of ensuring enterprise focus on both the near-term execution and long-term process capability. Matrix organization theory says that Functional Managers are responsible for building, deploying and supporting … Continue reading
Knowledge & Risk Management Competence
Why are we typically so ineffective in performing project risk management? Why, in spite of all of our smart people, great tools and extensive experience are we continually surprised and impacted by things, we realize in retrospect, could have been … Continue reading
Project Management Across the Knowledge Domain
This is third in the series of my blogs addressing the intimate relationship between Project Management, Risk Management and Knowledge Management. In the first blog, I introduced the idea that the Project Manager must be a Knowledge Manager to be … Continue reading
Does Good Luck Trump Good Planning?
Best Laid Plans Your plan said you’d do what you should, And you did the best that you could. But when the going got tough, And it still wasn’t enough. It was better to be lucky than good Don McAlister, … Continue reading
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