When to compromise on a project
It may seem strange to consider compromise on a project because, surely, we start out expecting to deliver on time, on budget, to quality expectations and to meet all the requirements. Mike Acaster discusses the role of prioritisation and ongoing business requirements.
Destination unknown: can project managers work without a map?
It’s all about the skill of the project manager. It’s a matter of keeping track of activities, re-balancing, taking account of risks, resource constraints, managing scope… Baloney! Bruce Nixon says you can’t succeed if you don’t know where you’re going.
What can your project do for me?
Why do projects fail? Project managers revisit this question every now and again in a moment of introspection and it’s hard to argue with the answer offered by Henry Cho, UX practitioner: “Projects fail when they fail users.” Editor Adeline Teoh on how to see value from another perspective.
When your project suffers from Requirements Syndrome
Until now, IT project failure was bordering on the proverbial for reasons project managers could never quite pin down. David Guazzarotto introduces the signature effects of Requirements Syndrome, and shows how you can diagnose and treat it before it’s too late.
Protecting the project
There is a famous case in Australia where the chairman of a large company rejected out-of-hand a takeover offer of $27 per share when those shares, 12 months later, were trading at under $10. This chairman’s ‘protection’ of the company was hugely detrimental to its shareholders.