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.

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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Project Management Myths

Project Management Myths

CPMS / /

Most management approaches eventually accumulate myths. The most extreme case is when a fashionable new management technique is born as a miracle—sparkling like the philosopher’s stone and rumored to be the elixir for all organizational ills. But today, we’re not talking about management charlatanism fueled by hype over trendy innovations. Instead, we’ll focus on how

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How to Establish and Launch a Project Management Office

How to Establish and Launch a Project Management Office

PMO / /

When chaotic and informal project management approaches no longer meet the demands of the market, the need for a Project Management Office becomes critical. In this article, we explore a practical approach to resolving current organizational challenges while setting a long-term foundation for improved project management. You’ll learn how to deliver immediate value while preparing

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100 Rules of NASA Project Managers

100 Rules of NASA Project Managers: Timeless Wisdom from Space Missions

CPMS / /

NASA doesn’t just launch rockets. It launches some of the most complex, high-stakes projects on the planet — and beyond. So when veteran project managers at NASA sat down to document their hard-earned lessons, the result was a goldmine of practical, no-nonsense wisdom. Known as the “100 Rules of NASA Project Managers,” this list has

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Stakeholder Mapping: A Tool for Project Environment and Business Analysis

Stakeholder Mapping: A Tool for Project Environment and Business Analysis

Stakeholders / /

Understanding and managing stakeholders is one of the most critical aspects of successful project management. In complex business environments, projects are rarely executed in isolation. They intersect with organizational structures, customer needs, political influences, and market dynamics. A Stakeholder Map is an essential tool that enables project managers and business leaders to visualize and analyze the environment

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The Project Management Office in the Company Structure

The Project Management Office in the Company Structure

PMO / /

A Project Management Office (PMO) typically emerges when the number and scale of projects begin to strain manageability and transparency. Inconsistent reporting makes it difficult to get a clear picture of project status. Key information is often stored in the heads of individual project managers, making it increasingly difficult to access and share. One of

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