Projects at Work


What's getting in your way? Let's break down the barriers and build bridges to success. Here are both leading-edge and time-tested approaches to better managing projects, programs and portfolios.

Planning and execution … conflict and communication … teams and stakeholders … control and innovation … managing and leading.

Agile Anti-Pattern #8: Lucky Dog

- by Bart Gerardi

It can seem like a good idea to add a backup story into a sprint — if works gets blocked or things turn out easier than expected, another story can be pulled into the sprint. However, having more than one story identified, even if not committed, is likely to lead to less work getting done.

A Project by Any Other Name

- by Kathleen Ryan O'Connor

What’s the difference between a “strategic initiative” and a “project”? The question has sparked debate within the project management community. Here, IT strategist Erika Van Noort shares her thoughts on why it matters, and how a change in terms can reframe the mindset of everyone involved, leading to better results.

Coordination and collaboration … metrics and methods … PMOs, standards and training … knowledge-sharing and decision-making.

Regulatory Projects: 6 Best Practices

- by Gary Hamilton and Jon McGowan

New regulations and reforms in response to the economic crisis have spawned countless compliance projects across industries. For project managers, the stakes are high — and the stakeholders have the power of the law behind them. Here are six best practices for managing projects in a regulatory environment.

Organizational Risk And Your Project

- by Andy Jordan

How do strategic or organizational risk processes integrate with project-level risk management without causing duplication of effort or confusion? Let’s consider three categories of interaction between the organization’s portfolio and its individual projects.

Alignment and allocation … prioritization and politics … visibility and value … strategy and synergy.

Risk Finale

- by Andy Jordan

Our 12-part series on organizational risk management concludes with a call to action — it starts with assessment and identification … leads to investment, buy-in and ownership … and makes use of tools and concepts like the risk profile, capacity and constraints hierarchy.

A Bigger Boat or Smaller Shark

- by Jerry Manas

In the face of limited resources, executives and project leaders simply can’t keep up with the shifting priorities, emergent activities and sheer complexity of managing demand across an entire organization. This is the fundamental issue that inspired a new handbook on resource management and capacity planning.





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Andy Jordan

President, Roffensian Consulting Inc.
Andy Jordan is a well known author and speaker on project management and…

Bart Gerardi

Sr. Technical Program Manager,
Bart has been an ecommerce program manager for 15 years, and can’t…

Dave Prior

Agile Consultant, BigVisible Solutions
Dave Prior, PMP, CST, MBA is an Agile Consultant for BigVisible where he…

Dan Patterson

CEO/Founder, Acumen
Globally recognized project analytics thought leader and software entrep…

Janis Rizzuto

Contributing Editor, ProjectsAtWork
Janis has been writing for ProjectsAtWork for more than a decade, starti…

Aaron Smith

Editorial Director,
Aaron has been the editor of ProjectsAtWork since 2001, leading its evol…



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