Projects at Work


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

Best practices, lessons learned and advice from your peers in the trenches.

Disrupt or Be Disrupted

- by

Business leaders lack confidence in their ability to navigate digital transformation, according to a new global survey. Barriers to building an Agile organization include disconnect between project managers and executives, lack of transparency, poor communication, and overreliance on spreadsheets.

Gartner Insights: PPM's Role in Driving Real Business Transformation

- by Vlad Vecerzan

The term “business transformation” can have a variety of meanings depending on who you’re talking to, but the question of how it relates to PPM was pretty well addressed at this year’s Gartner PPM & IT Governance Summit in Orlando.

Thought-leaders and practitioners give voice to the latest trends, techniques and tools.

Agile in the Middle

- by Dave Prior

Middle managers are often seen as one of the biggest roadblocks to Agile team success. Here, agile transformation coach Chris Matts discusses the important organizational role they can play in mitigating risk and supporting decision-making processes like “feature injection” to deliver business value. [23:50]

Outcome Over Process

- by Dave Prior

Many organizations struggle with experimentation and focus too much on processes over outcomes, says David Bland who works with companies that want to act more like lean startups. He helps them "build things that matter" through customer development practices that unpack the value proposition for users, buyers and deciders. [14:45]

There's no one right way to get the job done — it's about context and striking a balance that suits the situation. Let's compare and contrast different approaches.

Who Oversees Business Benefits?

- by Tom Mochal

Who is responsible for tracking and capturing the business benefits of projects within a portfolio? Is it the portfolio management office, which can take a long-term view, or the project sponsors who create the business case in the first place? Here’s a comparison of these two models.

Portfolio Manager Roles

- by Tom Mochal

A portfolio manager’s role can vary depending on the organization. Should portfolio managers be responsible for the success of individual projects — a point person for problems and resolutions? Or should they focus on hiring good people and installing good process, leaving execution and benefit realization to the project managers and sponsors?




Montaser A: "Thanks for sharing this article and information" on Options to Address Project Cost Risk
October 22, 2016

Kevin G: "Peter Drucker made the following observations on meetings: A good executives “…" on The State of (Interrupted) Work
October 21, 2016

DANIEL M: "Very good summary. It has made me realise that we are in fact using a mix of all…" on The Agile Dating Game
October 21, 2016

Crispin P: "Lawrence, I'm not sure that the way that Agile is often applied can be said to r…" on Obey the (Software) Laws
October 21, 2016



Bart Gerardi

Director, Software Development,
Bart has been in ecommerce for over 20 years, and can’t imagine a …

Andy Jordan

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

Dave Prior

Agile Consultant, LeadingAgile
Dave Prior, PMP, CST, MBA is an Agile Consultant for LeadingAgile where …

Beth Spriggs

Vice President, Technology, Leadership for Educational Equity
Author of The Project Manager’s Little Book of Cheats. Available o…

Kathleen O'Connor

I’m a freelance journalist and digital content strategist with 15+…

Aaron Smith

Editorial Director,
Aaron has served as the editor of ProjectsAtWork since 2001, leading its…



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