Blog

by Geof Lory As an agile project leader, a big part of my job is coaching. A big part of coaching (as opposed to managing) is helping individuals and teams change, and change starts with feedback. But sometimes when I give feedback that does not validate what someone wants to do — or, even worse, straight-up shoots it down — Continue Reading

By Kat Boogaard, 9 October, 2017         Just a couple of decades ago, the standard family life looked a lot like this: the man would grab his briefcase, give his children a kiss on the forehead, and head out for his day in the office. His wife would likely stay home to raise the children, tackle the Continue Reading

By Brianna Hansen, 10 October, 2017 All these phrases mean one thing: it’s time to meet. Cue the universal groan. As meetings grow more frequent, it’s easy to forget what makes meetings effective in the first place. Time is taken for granted, and instead of collaborating, most attendees are checked out: either working on something else or holding side conversations. Continue Reading

What exactly is Critical Path in Project Management? Critical Path Method (CPM) is a mathematically-based algorithm for scheduling a set of project activities. The essential technique for using CPM is to construct a model of the project that includes the following: A list of all activities required to complete the project, The dependencies between the activities, and The estimate of Continue Reading

By Emily Bonnie, 15 August, 2017 Nobody works 100% of the time. We all take breaks, whether it’s time spent browsing the web, socializing, grabbing a snack, or even napping. 70% of employees are disengaged at work, which is currently costing American companies up to $550 billion annually in lost revenue. So how do you fight disengagement and keep your team motivated Continue Reading

By Alan Zucker         Projects with involved stakeholders are far more likely to be successful. But many projects suffer from low engagement from executives, users, and key stakeholders. The PMI’s Pulse of the Profession survey found that projects with high executive support were 40% more likely to be successful than those with low engagement. However only 60% Continue Reading