Prelude: A Bottleneck on Deck 17 I first encountered the Theory of Constraints (TOC) the hard way—on a deepwater rig 90 miles off the coast of Newfoundland. We were behind schedule, again. The drillers blamed the logistics team. Logistics blamed the weather. But when I walked the job deck with the shift supervisor, the truth […]
Theory of Constraints for Project Management Read More »
How the Right Platforms Enable Seamless Planning, Coordination, and Delivery Project integration management has always been about bringing together disparate elements of a project—plans, teams, data, stakeholders—into a coherent whole. But in an era defined by complexity, speed, and remote collaboration, doing that manually is no longer feasible. Integration must now happen digitally. And fortunately,
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The Boardroom Test If you’ve ever walked into a boardroom armed with CPMS dashboards and portfolio heatmaps, you know the look: polite nodding, followed by one pointed question—“So what?” Executives don’t care how many Gantt charts you maintain or whether the project site logs in daily. They care about impact. Don’s Rule: If your CPMS doesn’t
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The Control vs. Speed Paradox In 2021, I was overseeing a global portfolio transformation initiative. We had a CPMS humming with integrated workflows, tiered governance, and a reporting cadence that could satisfy any regulator or board. Everything looked tight—on paper. Then came a $2.5M pilot project in Argentina. Fast-moving, market-driven, and innovation-heavy. The system nearly
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Why Integration Starts—and Succeeds—with the PMO In today’s dynamic business environment, where organizations juggle multiple initiatives across distributed teams, Project Integration Management isn’t just a process—it’s a strategic necessity. And at the center of that necessity stands the Project Management Office (PMO). While many still associate PMOs with documentation and process enforcement, the most forward-thinking organizations understand that
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Turning Project Effort into Business Impact In project management, delivering “on time and on budget” is no longer enough. Stakeholders want to know:Did we move the needle? Did this project deliver real value? Did it advance our strategic goals? That’s where strategic alignment and benefits realization come into play. It’s not just about getting the work done—it’s about getting
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When the Tool Runs the Project It was 2014. We had just rolled out a shiny new Corporate Project Management System (CPMS) that promised seamless integration, real-time dashboards, and automatic compliance tracking. My CIO called it a “game changer.” Three months later, we were behind on every strategic project, project managers were chasing drop-down menus
The CPMS Trap: When Tools Replace Thinking Read More »
When it comes to intuitive, modern project management software, Asana is often at the top of the list. Loved by startups, agencies, and enterprise teams alike, Asana combines task management, team collaboration, and project visibility in one clean interface. But while it’s easy to get started with Asana, truly planning and executing a project in it requires
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Change is one of the most dangerous aspects of any project. Simply analyzing and evaluating changes can consume a great deal of time and effort. Not every problem reported requires immediate changes, analysis, or especially implementation. That’s why change management should be treated as a mini-project within the project. For a project manager, maintaining focus on
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Project management processes are carried out throughout the entire lifecycle of a project through both direct and feedback connections between the managers and the components being managed. These interactions are made possible by key management functions. This classification provides the foundation for understanding project management theory. Let’s explore the primary processes in more detail. Project
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