Clark Gable

Clark Gable is a seasoned project management professional with over 15 years of experience leading remote and cross-functional teams across tech, finance, and digital media sectors. Specializing in distributed project environments, Clark has implemented PMIS solutions for enterprises, helping organizations increase delivery efficiency and team collaboration. He is passionate about digital transformation, Agile frameworks, and building project cultures that thrive without borders. When he's not optimizing workflows, Clark shares insights and best practices on modern project management through writing and speaking engagements.

Primavera for the Enterprise

Primavera for the Enterprise: A Professional Overview for Project Managers

PMIS / /

The rapid adoption of modern project management methodologies has driven the development of over 200 software tools designed to support the project lifecycle. However, selecting the right solution without a solid understanding of project management is akin to choosing a car based on its paint color—misguided and inefficient. To make an informed decision, it is […]

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From Siloed Tools to a Unified Platform: Building a CPMS for the Modern Enterprise

From Siloed Tools to a Unified Platform: Building a CPMS for the Modern Enterprise

CPMS / /

If you ask ten teams in a modern enterprise how they manage projects, you’ll get ten different answers — and probably fifteen different tools. Marketing lives in Trello. Engineering runs on Jira. Finance uses spreadsheets. Strategy has a portfolio tracker in some SharePoint folder last updated in Q4. Welcome to the world of project tool

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Project estimation

Project Estimation: Staying on Budget and Schedule

Cost, Integration, Schedule / /

One of the most common problems in projects is exceeding timelines and budgets. You could even argue that failed projects don’t truly exist — there are only those whose deadlines stretch into infinity, and whose budgets have already run out. Notably, both the client and the contractor suffer from missed deadlines. The client doesn’t get

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Affinity Diagrams: Making Sense of Complexity in Project WorkBy Clark Gable

Affinity Diagrams: Making Sense of Complexity in Project WorkBy Clark Gable

CPMS / /

When you work on complex, fast-moving projects — especially with cross-functional or remote teams — you’ll often hit a wall of information chaos. Sticky notes, chat logs, brainstorming sessions, conflicting ideas. It’s overwhelming. That’s where the Affinity Diagram comes in. Sometimes called the KJ Method (after its creator, Jiro Kawakita), the Affinity Diagram is a

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Project Cost Optimization

Project Cost Optimization: Strategies for Crisis and Growth

Cost, Integration / /

In modern management, a wide range of processes and functions fall under the umbrella of effective governance. However, during periods of economic downturn, new priorities emerge that force leaders to rethink how they operate: Managers working under economic stress must incorporate approaches drawn from crisis management, strategic management, project management, and risk management simultaneously. Here are 14 key ways to

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The Nominal Group Technique: A Structured Method for Better Team DecisionsBy Clark Gable

The Nominal Group Technique: A Structured Method for Better Team DecisionsBy Clark Gable

CPMS / /

One of the hardest things about leading cross-functional or remote project teams is achieving true consensus without falling into groupthink or letting the loudest voice dominate. That’s where structured facilitation techniques come in — and the Nominal Group Technique (NGT) is one of the best in the toolkit. NGT is a simple, scalable, and effective

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Gartner Recommendations for Project Management Offices

Gartner Recommendations for Project Management Offices

PMO / /

One of the most respected organizations in the field of project management, Gartner, recently published a set of seven key recommendations for Project Management Offices (PMOs). These guidelines are aimed at helping PMOs improve their effectiveness and clearly demonstrate the value they bring to the organization. With each passing year, the expectations placed on PMOs grow.

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Project charter

Project Charter Development

Integration / /

The project charter is arguably the most important document in a project. It formally authorizes the project’s existence, and a project is typically considered officially launched once its charter is approved. Therefore, the process of Project Charter Development is crucial for successful project execution. Creating a charter should involve the project management team, led by the project manager. Most

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