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Overcoming Organizational Obstacles to
Unlock the Value of Project Management
Parts 4 and 5: Unrealistic Expectations
and Micro-Managers

by Vicki Wrona, PMP This is the last post in our series on unlocking the value of project management. In our previous three posts we examined three cultural obstacles that can throw a wrench in the best laid plans of the most accomplished…
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Can We Talk? The Value of Structured
Dialogue as a Learning Strategy

by Darlene Frederick Early in her long and fabled career, comedian Joan Rivers immortalized the phrase, “Can we talk?” as her signature gag line. The phrase served as a punctuation mark, usually to one of Rivers’ always spicy, sometimes…
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Talent Management:
Designing the Employee Experience

by Rob Zell Much has been made in the last several years about managing the guest experience. We often hear how companies are seeking to make service their differentiator, or do more to leverage data to maximize the customer relationship.…
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Business Strategy: Talent Management

By Edward J. Williams, MAEd, MHRM, MBA I was asked once to define talent management.  After some brief thought about how to best explain it, I decided that it was best to start with a quick explanation of what talent management is NOT.…
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The Power of Questions: Is Your Question
an Invitation, a Request or a Weapon? Part 1

by Karen Smith, MBA, PMP The right question, asked at the right time, in the right way, to the right person … can have rippling effects on an organization. Think how different things would be for General Motors and its customers…
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Overcoming Organizational Obstacles to Unlock the
Value of Project Management Part 3: Working
Miracles So Leaders Don’t Have To

by Vicki Wrona, PMP In the previous post, Mowing Down Turf Protection, we examined the second of five cultural barriers. We’ll now explore the third barrier faced by project managers and project team members – the perception of a project…