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As the economy slowly recovers project teams are facing an unusual challenge. Management is coming to project offices and to product managers and asking them to ”restart“ projects that were suspended due to economic concerns some time ago. Restarting a project can be infinitely more complex than starting it originally. The original project plan might have been created with great care over an extended period but the assumptions that play behind the scenes in any…

Anyone who has worked with project management systems knows that the way you display data can dramatically affect the decions people make from it. This is why we often see GANTT charts with critical activities in red. I’m reminded of one of my very first sales of project scheduling software back in the 80’s. I don’t dare share the name of the organization but it was a large utility. We’d made this sale a few…

I’ve been enjoying Scott Adams Dilbert comic strips for years.  They’re a treasure trove of laughs for people in the project management or timesheet software business as I am.  Adam’s Dilbert website has too many old strips to choose from so here’s just one that had me chuckle today.

Implementing enterprise systems is only partly a technology challenge. This is certainly true with enterprise project management systems. Must more important is managing the culture shock or behavioural change of the organization. What does this mean and how can you mitigate the risks of culture shock derailing your epm deployment?

The Project Management Office (PM) isn’t a new idea. But we used to think of the PMO in a trailer on a construction site. The proliferation of desktop project management tools enabled everyone to be their own PMO but the idea of a centralized PMO is making a comeback thanks to centralized web-based epm systems.