Projects, Leadership, Strategy
Cobb’s Paradox: We know why projects fail, we know how to prevent their failure – so why do they still fail? I was never a fan of The Standish Group’s CHAOS report. Ignoring some of the more specific complaints about the methodology, definitions, audience, etc., my biggest challenge is...
There’s a popular narrative going around that Project Professionals should seek to ‘be more strategic’. That they should lobby for a ‘seat at the table’. While an understandable sentiment (everyone wants to be ‘heard’, and to be seen as important), I think that *at this time*, this is not...
I’ve been toying with an idea around, maybe not project prioritization, but project categorization, as a way to both help understand why we’re doing certain projects, and if or how they align with strategy.
Strategy is uncertain, and it causes anxiety. And it’s supposed to.
It seems more and more we’re seeing ‘strategic’ (or ‘strategy’) added to everything project-related (much like ‘Agile’ is) – Strategic Project Management Strategic Project Managers Strategic Projects Strategic PMOs And I get it, we all want to feel that our work is *important* and provides value. ’Strategy’ is much sexier...