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The Kickoff
Letters From the Editor
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Meaningful Work
- by
Aaron Smith
(March 6)
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Though it is a well-worn cliché, many technologists probably are less people savvy, while great communicators must rub the glaze from their eyes at the site of code. And business vision may be better left to the MBAs in the executive suite. It's unrealistic to expect any one person to excel in all three areas. But a successful project must. And that won't happen by osmosis or timecards.[more]
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Be Somewhere Now
- by
Aaron Smith
(November 17)
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If the world’s business-innovation playing field is flattening, and the digital revolution is the ‘steamroller’ driving the change, then the discipline of project management is riding shotgun, helping team leaders, knowledge experts and mutual stakeholders speak the same language … the language for getting things done.[more]
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Risky Business
- by
Aaron Smith
(September 21)
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The best project managers look risk straight in the eyes. After all, no project is worth doing without a potential benefit, and no benefit or reward comes without risk. So, since you can’t control uncertainty, embrace it. And then make it work for you and your project.[more]
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Accidents Will Happen
- by
Aaron Smith
(July 22)
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If you've been asked to manage a project without so much as an introductory course on risk or a used copy of Project Management for Dummies, take comfort. There are thousands of project managers with advanced degrees and 20 years in the trenches who will tell you a little secret: they're often still winging it, too.[more]
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The Great Intangible
- by
Aaron Smith
(April 19)
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Every project manager knows the frustration of trying to motivate an underperforming or unwilling team member. But there are ways to cultivate an atmosphere in which the lost are 'found' -- recognize individuality, be inclusive and build trust. Yes, inspiration is the great intangible that can push teams to greater heights. Can you instill it?[more]
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Share the Wisdom
- by
Aaron Smith
(February 9)
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Whether a project is a rousing success or a disastrous failure, there are always lessons to be learned. But many project managers are hesitant to document their difficulties, and even when they do, many of their peers don't take full advantage of the information. How might the process of sharing project wisdom be improved? We'd like to be part of the answer.[more]
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The Missing Link
- by
Aaron Smith
(December 12)
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It is the separation of strategy from execution that remains the great operational divide in the business world, leaving organizations spinning their competitive wheels, while frustrating the very people — the project managers and team members — who are expected to deliver the results.[more]
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The Language of Why
- by
Aaron Smith
(August 5)
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It hasn't always been the case, but project leaders and business executives are on speaking terms these days. And the language they're talking is portfolio management. Regardless of why this dialogue has been difficult to kick into gear, the benefits when it happens are real: cost savings and resource efficiency through strategic alignment, for starters.[more]
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Bad News Bears Repeating
- by
Aaron Smith
(May 19)
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Processes don't perform projects; people do. Unless people drive the processes, and not the other way around, there will be unrest and frustration in the trenches -- along with outside 'experts' who make a good living on the project failure rate.[more]
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Ready to Grow
- by
Aaron Smith
(April 22)
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From the beginning, our editorial mission has been straightforward: to bring a fresh, realistic perspective to the art and science of project management.[more]
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