Category: Visual Project Management

So many of us have often heard that “a failure to plan is a plan to fail,” so we grow confident that successful planning leads to successful project completion. The old adage isn’t necessarily untrue. Having a plan is crucial. But research shows that the common approaches to project management fail to produce the outcomes … Continue reading

Last week, I shared an overview on the Improved Coordination level of the Viewpoint Project Execution Maturity model, which focuses on achieving reliable delivery and improving communication among remote teams. If you missed it, you can read that post here. If collaboration in one location seems challenging, then collaboration among far-flung teams in different offices—or … Continue reading

Complex projects have complex problems. Problems so complex that to an insider, those closest to the project, they seem impossible to fix. Picture this: Your project has one goal: Build a mountain. Now, think of your project as two tectonic plates: one is called Planning, one is called Results. You are standing right in the … Continue reading

Better Information Leads to Better Results Execution issues are plaguing project organizations. At the project level, communication of information such as status, obstacles, priorities, and risk is a constant and never-ending challenge.  Higher in the organization, Program and Portfolio Owners are often faced with situations where they have either too little or too much information. The … Continue reading

Do you feel like you and your project team have a good grasp of what’s coming towards you? Or are you the beneficiary of “surprises” and last minute problems that put your project in peril? We find that the biggest problem that project teams face is that they are simply unable to clearly see where … Continue reading

There is constant tension among project team members when their individual or functional objectives are not in alignment with the project’s objectives (i.e., maximizing resource efficiency is not the same as increasing project velocity). Famed management guru Eli Goldratt once said, “Show me how you measure me, I’ll show how to behave.” His point: metrics … Continue reading

Multi-tasking: the dark art of doing many things…poorly. Every time an engineer, a designer, an operator – or anybody – has to switch from one task to another, valuable time is lost. When the former task is resumed, more time is absorbed coming back to speed or reconstructing the necessary tooling. On either end, the … Continue reading

Multi-tasking: the dark art of doing many things…poorly. Every time an engineer, a designer, an operator – or anybody – has to switch from one task to another, valuable time is lost. When the former task is resumed, more time is absorbed coming back to speed or reconstructing the necessary tooling. On either end, the … Continue reading

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