Uninformed sponsors
“Uninformed sponsors – sponsors in name only – are of little help to project managers when obstacles arise.” So says Eric Verzuh, one of my favorite authors on projects. Verzuh […]
more
How to create an environment of accountability
Often leaders ask me how to improve accountability within their project-based organization. However, that leader may actually be contributing to the accountability problem without realizing it, often because he communicates […]
A controlling or micromanaging leadership style doesn’t work well
… especially on projects that must create and apply complex knowledge. Good leaders facilitate more than they bark orders. They share power and information. They build an environment where teamwork, […]
People and relationships trump methodology and tools
I’ve seen high performance teams do amazing things. Don’t misunderstand me. Process and tools are important, too, when they enable good people to work together to use their skills “at […]
Plan (enough). Flex (a lot).
Projects are in the middle of constant change. Without some degree of planning, they will get swallowed up in the resulting tumult. However, being able to flex and adapt to […]
Just enough is often the best approach
Striving for perfection is often the enemy of being good enough. Especially when upgrading organizational capabilities, a theoretically elegant and correct solution often fails. The change required to implement it […]
Be a pragmatist rather than a purist
Be a pragmatist rather than a purist when it comes to management methodologies and frameworks. Such things are means to an end, not ends in themselves. I’ll happily mix and […]
Five core management beliefs
Recently I was flummoxed during a discussion of current trends in management. Several core beliefs guide my thinking about the best ways to manage projects. They are so deeply held […]