How not to kill a project Making a sensible decision to ‘kill’ an uneconomic project or to support an ‘over budget’ project that still has a viable return on investment is always difficult. Patrick Weaver on the three worst ways to make a decision. February 24, 2015 Governance
Avoiding sunk cost syndrome on your project One of the hardest things to do is to stop wasting money and resources on a losing proposition. Patrick Weaver on how to avoid sunk cost syndrome on your project with sound decision-making. February 23, 2015 Cost
Should project goals be achievable or aspirational? As a project manager, which do you find a better project: an achievable goal or an aspirational one? asks editor Adeline Teoh. February 16, 2015 Blogs
The role of process fairness in decisions When you have to deliver bad news to a person, the processes you use are at least as important as the decision you have made. Lynda Bourne suggests that the next time you have to make a decision that will affect your team, involve them. February 12, 2015 Communication
6 mistakes lean practitioners make The most common cause of ineffectiveness in lean projects comes from the inability or unwillingness to learn from past experiments. Zach Nies outlines six common mistakes of lean practitioners and how you can avoid them. February 11, 2015 Knowledge
How project workers market your organisation Project workers and contractors tend to be very active networkers, promoting every engagement to confirm their marketability and their skills. Matthew Franceschini explains how you can use this to assist your organisation’s reputation. February 10, 2015 Professional Development
Should you blog your project? Communication with all stakeholders, particularly the core project team, is one of the central responsibilities of the project manager. Blogging may be a good communication option for your project, suggests PM Oracles. February 9, 2015 Communication
How to use critical success factors John Rockart coined the phrase ‘critical success factors’ meaning factors that need to be measured and managed as pre-requisites to success. The project fraternity redefined this phrase to mean “the most important success measures”—and they’re wrong, writes Jed Simms. February 6, 2015 Blogs
