You’ve chosen the work management tool, and the team likes it. The pilot went well. Now comes the part nobody put in the project plan: making the tool work with everything else. Work management never stands alone. It touches finance,…
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Spreadsheets and on-premises Microsoft Project installations are giving way to cloud work management tools. Teams are looking at Jira, Asana, Smartsheet, and monday.com (which changed its name from dapulse late last year), among others. The question we hear is “which…
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Every organization has a prioritized project list. Whether anyone trusts it is another matter. In many companies, the list reflects whoever argued last or loudest, “priority one” covers half the portfolio, and nobody has checked whether there are enough people…
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The usual way to fund software is to approve a project, assemble a team, build the thing, and disband the team. Then, a few months later, the business asks for changes, and a new project starts with a new team…
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Most PMO dashboards report activity. Tasks completed, milestones hit, and a column of red, amber, and green dots. They answer “are we busy and on schedule?” but not “is this worth what we’re spending?” The second question is the one…
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“Digital transformation” appears in every conference agenda and vendor deck, and it has started to mean everything and nothing. Strip away the buzzword and you find three practical changes: how work is funded, how customers take part, and how fast…
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Ask an executive what the project management office (PMO) delivers, and you’ll often hear “a weekly status report.” Ask what they wish it delivered, and the answer changes: which investments matter most, whether we have the people to do them,…
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The first six months of an agile transformation are usually the easy part. There is a kickoff, a round of training, a few teams producing working software every two weeks, and a sponsor who likes the energy. Then the energy…
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A year into an agile transformation, the sponsor asks a fair question: is it working? The usual answers are not encouraging. “We’ve trained 400 people” describes activity. “Velocity is up 30%” describes a number that teams can raise by estimating…
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You can’t write a fixed-scope, fixed-price contract for work whose point is to change the scope as you learn. Yet many agile engagements still arrive wrapped in exactly that kind of paper. The contract and the method pull in opposite…
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