Too Much Planning as Problematic as Too Little


How you think is how you plan is how you execute. “A good plan today is better than a perfect plan tomorrow.” Interesting, yet sometimes flawed, belief. What if…the plan is not “good?” In most (not all) contexts, what’s the worst that can happen if a plan incurred marginally extra planning that resulted in marginal […]

Lightning, or Lightning Bug?

Project Responsibilities: Require “Stakeowners” Not “Stakeholders”

Words Really Make a Difference Samuel Clemens (Mark Twain)—when asked whether word choice was important—is said to have replied, “The difference between the right word and the almost right word is the difference between lightning and a lightning bug.” When planning efforts of any-size or type…using the “right” words for titles affects a project’s perceived  responsibilities. As […]

All Projects Have a Strategy

What is Your Project Strategy?

Would you agree…every project has a strategy? All projects are undertaken to solve a problem or fulfill an aspiration. Or, to put it another way: the nature of a project (or other type of effort), is a manifestation of a strategy intended to resolve a problem or fulfill an aspiration. (“We’ll solve this problem by…{project}.”) […]

The Responsibility for Professional Skepticism, Part 3 of 3

This three-part series highlights the rationale and need for “Professional Skepticism.” Professional Skepticism is the singular and joint responsibility of Project Leaders, Project Managers, Customers, Suppliers, Other Affected Parties, et al. This third part discusses the need for Professional Skepticism with respect to assuring effort participant’s Degree of [Actual] Commitment.  A quick assessment of commitment […]