Project Management


What are benefits and drawbacks of co-creating solutions with your clients?

Co-Creation leads to better innovation & better results, but has flip sides if it is not working properly
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Like for Like – how to preserves existing business and leverage technological advancement

Like4Like - Pertaining to an action which replaces one thing with another of the same type.
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Project constraints in software development

Fast, cheap or good — choose two. Are you tired of hearing that? One of the biggest challenges that every project manager faces is project constraints. Not only do project constraints limit a project, but they can quickly endanger its success. This is why it’s essential to know all of the possible constraints, their influences on one another and the project management tools that address those constraints.
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The Cone of Uncertainty in Scrum & Requirement Definition

The Cone of Uncertainty is a graphic depiction of the increasing accuracy that is possible for estimates as the details of a project become more known over time.
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12 project management myths to avoid

Don't let your projects fall prey to the unnecessary confusion, uncertainty, and harm that can result from these all-too-commonly held project management misconceptions.
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Laws of Project Management

Project management is subject to a variety of laws. The vernacular of project management includes numerous sayings and proverbs, most without a creditable sourceand of variable value to the practitioner
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Project Managers, Focus on Outcomes — Not Deliverables

If you’ve ever developed a product, you’ve almost certainly been derailed by scope creep. Features multiply, priorities blur, and schedules and budgets suffer
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Scrum Team Failure — Scrum Anti-Patterns Taxonomy (3)

The discussed Scrum team failure patterns reveal potential pitfalls that will undermine Scrum’s effectiveness.
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The Rise of the Chief Project Officer

This article will explore the benefits a CPO can bring, how to understand whether your organization needs a CPO, and how to hire one.
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The project management paradox: Achieving MORE by doing LESS

Many managers indicate that their organizations are very good at starting projects, but not so good at finishing them. According to this author, the reason most often cited is that marching orders change when other priorities are recognized. Employees find this extremely frustrating and wasteful, as it is difficult to make positive gains when managing on a sea of shifting priorities. The author suggests that there is a better way.
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Project Managers Should Think Like Startup Founders

Most project managers focus on planning and execution. But large projects rarely go in a straight line, and often that planning doesn’t take into account key assumptions, and the execution goes far in the wrong direction before the need for changes are recognized.
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