IT Project Management for project managers
  • Creed Over Greed
    When we can appeal to people's desire for meaning, and when we can support them to make valuable contributions to a worthwhile purpose, they will experience motivation beyond the economics that dwindle over time.
  • Hybrid Scheduling: Naming the Elephant
    Project scheduling has long been formally defined in binary terms. It's time to recognize and name the third form that combines the two: hybrid scheduling.
  • Stop With All This 'Project Management Culture' Stuff!
    This PM has lost track of how many times he has heard presentations or read articles on "project management culture." Enough, already! That's not what organizations need!
  • The PMO Brand Needs a Refresh
    There are as many different definitions of the purpose of a PMO as there are colors in a rainbow. Has "PMO" become somewhat of a generic term? What can we do about that?
  • Transforming Your Team
    Project managers understand transformations, but the purpose of this article is to discuss another transformation opportunity: The transformation of the project team into a group of positive-thinking leaders.
  • Efficient Project Team Consolidation in Post-Merger Companies
    When evaluating the acquisition of a company, many organizations emphasize the financial aspects but downplay facets of the consolidation dealing with project execution. This paper examines the major considerations and discusses how to improve the integration process to avoid negative impact.
  • The Unanchored Project Manager Vol. 3: Executing Life as an Unanchored PM
    There isn't much of a blueprint for an unanchored lifestyle, which will open up the door to creative solutions that, with the proper mindset, you can have fun with. Now it's time to get into the entertaining part of this series-executing life as an unanchored PM!
  • Help Your PMO Thrive in an Agile World: Become the CFO's New Best Friend
    Repurposing the PMO in an agile environment from being a reporting PMO to a fully trained analytical PMO is something that is urgently needed. CFOs cannot continue to accept the information that they've been getting from IT at face value.
  • The Digital Age: What Challenges Await New PMs?
    Project managers who understand, acknowledge and live the ground realities of modern-day business are well poised for taking organizations through successful project executions.
  • Why You Shouldn't Focus on Corporate Culture
    Corporate culture is critically important; it can be the glue that holds an organization together and is a powerful foundation. But that culture is a byproduct of how the organization behaves-not a driver of it.
  • Topic Teasers Vol. 108: Leading People to Change
    Question: Are they just making up new things for project managers to do these days? My boss now wants me to lead a team to create and introduce some major organizational change. I'm used to doing projects where there is something tangible to show at the end of it, and I barely lived through the last time we tried to change things around here. Isn't change management a human resources function, not a project management one?
  • 5 Words That Strike Fear
    It doesn't matter how experienced you are as a project manager-there is one question you never want to be asked. As a newer PM, you just don't realize how scary that question is...
  • Emotional Intelligence: The Power to Access Our Agile Mindset
    The agile mindset is something we already know, so teaching it is easier than we might have thought. It is unleashed when we are in a positive emotional state; the fixed mindset occurs when we are in a negative emotional state. Emotional intelligence is key in transitioning to our agile mindset.
  • Managing Projects in a Change-Resistant Culture
    It's essential that PMs assess the impact a project's process and eventual outcome will have on organizational culture and the types of resistance likely to be encountered. This is no easy task, as most organizational cultures are not overtly defined.
  • Rethinking Project Management: From Best Practices to Next Practices
    Doing better relates to best practices; however, over the last decade, doing differently has become a norm. The rate of change is as fast as we continually exchange ideas, and thus we have to embrace a new paradigm and utilize next practices.