Insights
Thoughts on business architecture, technology strategy, project delivery, and helping organizations move difficult initiatives forward.
Have you ever watched a project move quickly through the first major part of the work, only to slow down dramatically near the end. It feels as though…
Project managers are introduced early in their careers to the Triple Constraint Model: Time, Cost, and Scope. Some variations substitute Quality for Scope, but the underlying principle remains…
A company can usually survive a busy season. It can survive a demanding customer, an unexpected issue, a delayed project, or some sudden opportunity that needs immediate attention.…
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…