Why do project responsible people in management often boggle to have distressed projects recovered professionally? Because they don’t (want to) see their responsibility for the troubled project? Because they would need to to deny their own management mistakes? Because… ? These things are topics of many of my previous articles.
Improving the customer experience with digital solutions, increasing operational excellence by adapting to changing markets and digitally transforming operational processes, improving administrative efficiency – a wonderful new world through digitalization. This is THE opportunity for IT managers and CIOs to step out of the shadow of the board of directors
I’m frequently asked how to uncover whether a candidate for a project lead position is capable of his „craftwork“, or not. Well, you only really know after having worked with him/her. But in the course of the many years in project management I think I have recognized a few “patterns”
It already improved a lot. Not long ago agile evangelists and classic project managers unconciliably faced each other: Agile as the new and only truth to execute projects was hip and we had it absolutely outdated with the pre-planned waterfall. Therefore a lot of companies proclaimed the hype “we’re agile
It is one of the favourite subjects in every PMI exam, since its introduction in the 1960s by the DoD it is mandatory for all projects with US authorities, in nearly each large company there is a PM software in use that is also fit to handle it: the Earned
Sometimes it takes a little longer to discover a relation. That’s why I like to store this article with my personal Lessons Learned. Already in a very early posting I asked my readers why it is so difficult to “sell” good project management to Executives. One reason might be that
In many of my articles I have tried to visualize the sources of bad projects: companies’ insufficient acknowledgement and consciousness for good project management’s value. Today I’d like to dedicate a little time to my experiences I encounter in my project recovery practice all over again. Technics is overrated There
He would have never asked me for advice because I’m just knowledgeable about project management. At a lunch among good acquaintances he told me about his business, that all plants were achieving black figures due to good controlling and Sales was acquiring good contracts, but the EBIT was not really