Insights
Thoughts on business architecture, technology strategy, project delivery, and helping organizations move difficult initiatives forward.
Executives spend a surprising amount of time deciding what should happen next. A meeting may begin with a project update, a customer concern, a budget question, a staffing…
Few situations are more frustrating in project management circles than watching a project lose credibility after weeks or months of productive work. The team has been meeting regularly,…
Projects rarely fail all at once. Most of the time, they fail quietly and gradually until they reach a breaking point. A meeting ends without a clear decision.…
I should preface by saying I have nothing against Gantt charts. In fact, I think they’re a useful tool, and I’d love to see them more. But I…
Technology roadmaps can be incredibly useful, but only when they are treated as decision tools rather than wish lists. In many organizations, a technology roadmap becomes a collection…
“Efficiency is doing things right; effectiveness is doing the right things.”— Peter Drucker I’ve spent most of my career working with technology. Software development, systems architecture, business applications,…
If you’ve ever finished a day exhausted only to wonder what you actually accomplished, you’ve probably been experiencing the “tyranny of the urgent.” This is a phrase first…
One of the most important parts of project management happens before a project exists. Before there is a project plan, a timeline, a budget, a backlog, or a…
One of the most difficult decisions in technology is deciding what not to build. That may seem counterintuitive. After all, technology teams are generally measured by what they…
Most organizations don’t chase everything because they are careless. They usually do it because the ideas sound reasonable. They may even be reasonably, but that doesn’t mean they’re…