In project delivery, in particular for complex projects, change is not an exception. It is rather the rule. Most of the project management effort is actually spent in managing deviations and change to the initial plan. How come, then, that project delivery processes are usually designed to manage change as an exception? Would it not […]
Stop Taking Change as an Exception: The Need for Agile Project Planning Read More »
In particular for Large, Complex Projects involving hundreds of millions of dollars and thousands of people, organizations tend to rely excessively on processes and ‘sound principles of management’. They forget how these endeavors remain human adventures, where leadership, emotions, suffering and team spirit have also their part to shape the success of the adventure. These
Projects are First of All a Human Adventure: A Manifesto Read More »
Throughout our consulting assignments on Large, Complex Projects in execution phase we’ve encountered too often an astonishing phenomenon: excessively detailed planning, impeding proper update, control and decision-making in the project. In the White Paper: How too much Detailed Planning often Kills Project Success (Why the Budgeting Plan Cannot be Used for Project Execution) [2012-28], we investigate
How too much Detailed Planning often Kills Project Success Read More »