Far too many sponsors, executives and project managers waste time in ineffective steering committee meetings. Dr Lynda Bourne provides advice that could save your project control board thousands of dollars in wasted time.
In all but the simplest of projects, there will be at least one element that will fall outside the control of the project manager, but leadership is not about maintaining this control, argues editor Adeline Teoh.
The way words shape people’s thinking can be very powerful. This power can be used for both good and bad and is an important element in effective communication, writes Dr Lynda Bourne. How can we use lessons from Nineteen Eighty-Four in our projects?
Randomness is a key ingredient in probability, contributes to luck, affects statistics, and can easily be confused for skill or competence. Good and bad luck can befall any project manager, writes Pat Weaver.
What’s the difference between PBS and WBS? asks Pat Weaver. While the product breakdown structure and work breakdown structure look very similar, they serve different needs. Both have important roles to play in the project planning and control process.
Complexity theory helps us to understand the social behaviours of teams and the networks of people involved in and around a project, its stakeholders. Pat Weaver on why complexity is not just a synonym for complicated or large.
It is a given and a prerequisite that project managers must possess certain skills and qualities before they are given the responsibility of managing projects. According to Rajiv Mathur, here are four they need to call upon in the midst of a project.