Stay up-to-date with our latest thinking on project management.
Now sit back IF YOU DARE, and enjoy a spine tingling duo of short but horrific tales of resource planning terror!
Someone needs to have a general idea of who’s scheduled to do what in the organization, at least for the near term future. Otherwise, how can you know whether you have the capacity to take on new work?
If you want a successful, high value project, isn’t it better to take action to ensure its success and value in the beginning…
Is it good to have lean processes? Absolutely! But don’t be misled into thinking this supersedes the need to prioritize.
With all the well-publicized challenges inherent with project-based work, could there be greater benefit to operating in “product mode” by organizing ongoing business capability-focused teams around products and product lines?
Too many projects and not enough people. It’s a battle cry heard in organizations everywhere.
In his insightful article on PM Times titled The Power of Team Belonging, author George Pitagorsky (The Zen Approach to Project Management) raises the importance of inclusiveness, along with some interesting predicaments. For instance, what if a team is under pr
Agile PMO, the Adaptive PMO, and how the PMO needs to evolve from being the methodology police to an enabler of business agility and a leader of change.
When staffing an onslaught of incoming and active projects, it’s tempting to try to “fill in the gaps,” assigning resources to meet the stated skill needs.
So much attention is spent on improving project mechanics, but precious little is spent on understanding the goals of the project, and of the portfolio.
Many organizations struggle with how much process to put into place versus “letting people do their thing.” There are a number of perspectives to consider.
Effective project estimates and resource planning are indelibly linked. After all, if the estimates are wrong, it’ll skew your resource plans. And if resource planning
PMO Strategy and Driving Strategy Execution
Management legend Peter Drucker said, “Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.”
Former Beatle Ringo Starr sang the iconic line, “You know it don’t come easy”. He could’ve easily been singing about bringing projects to the finish line successfully.
Resource Capacity Planning: Thinking Beyond Project Management
When I talk to certain people about resource capacity planning (you know who you are), their mind immediately goes to technology resources, not people.
How Will Artificial Intelligence Impact Project Management?
It was with great interest that I read a recent article in the UK-based Project Manager Today about… well… project managers tomorrow. Specifically it was about “how project management roles might change in the future.”
