Archives

Ever seen the PM struggling to understand why the organization is so stiff and nothing moves on? That's especially noticeable for the new hires.

The most underrated document you have is Project Charter. One document to rule them all. Use it to set clarity.

A battle-tested, time-boxed approach to getting a credible project charter out the door without endless meetings.

How I stabilized a failing ERP go-live with a two-week triage plan, decisive governance, and scope discipline.

A practical way to assess stakeholder power and influence so you can tailor engagement and keep decisions moving.

How I pick a delivery approach based on risk, uncertainty, and governance needs—plus a simple decision aid you can use tomorrow.

Lessons from spinning up (and right-sizing) steering committees on large programs.

How I use simple three-point estimates and light Monte Carlo thinking to set realistic schedules stakeholders can believe.

The RAID log is not busywork. Use these practices to keep risks, assumptions, issues, and dependencies actionable—and trusted by leadership.

A pragmatic starter kit for a PMO that enforces just enough structure—templates, cadences, and metrics that leaders actually read.

A real play-by-play of establishing governance for a multi-workstream program under time pressure.

The cadence and formats I use to keep sponsors, teams, and regulators aligned—without drowning everyone in meetings.

A lightweight cycle for updating playbooks, templates, and controls so teams improve without whiplash.

How we prepared a program for a hard executive gate and cleared it on the first try.

A quick primer on where portfolio governance stops and program control begins—and how to avoid overlap.

A simple way to score, visualize, and talk about risks without over-engineering the math.

How I structure war rooms for launches and migrations so decisions happen fast and people stay calm.

A practical comparison of decision frameworks and when to reach for each on real projects.

The simple controls I use to baseline schedule and scope, manage changes, and keep sponsors aligned when dates move.