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Seven Habits of True Project Leaders: Habit #6

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This series covers highlights the seven habits that are highly ingrained in project leaders who are capable of consistently delivering project success.  Our last post discussed the importance of airtight communication.

Habit #6: Stubbornly Sticks to Reality

The ideal project manager would make for a lousy politician. The project manager’s job isn’t to inspire optimism, but to tell you why a project might fail and to inform you when it’s failing. (more…)

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Seven Habits of True Project Leaders: Habit #5

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This series covers highlights the seven habits that are highly ingrained in project leaders who are capable of consistently delivering project success.  Our last post discussed the importance of administrivia.

Habit #5: Enables Airtight Communication

Every hiring manager knows to emphasize “communication skills,” but this generally refers to someone’s individual ability to speak well. Equally important is the insistence to put the plan and infrastructure in place that enables communicating in the first place. (more…)

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Seven Habits of True Project Leaders: Habit #4

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This series covers highlights the seven habits that are highly ingrained in project leaders who are capable of consistently delivering project success.  Our last post discussed risk management.

Habit #4: Strong Attention to Detail

When people think of a leader, they don’t generally think of someone who dots the Is and crosses the Ts. When managing projects, especially the control activities during execution, the ability to flawlessly execute on the minutia is crucial. (more…)

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Seven Habits of True Project Leaders: Habit #3

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This series covers highlights the seven habits that are highly ingrained in project leaders who are capable of consistently delivering project success.  Our last post discussed the importance of the architect.

Habit #3: Doesn’t Gamble with Other People’s Money

Leadership is often associated with bravery and fortitude, but you don’t want to trust the helm to someone who exposes your organization to unnecessary risks. (more…)

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Seven Habits of True Project Leaders: Habit #2

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This series covers highlights the seven habits that are highly ingrained in project leaders who are capable of consistently delivering project success.  Our last post introduced the topic and discussed the project charter.

Habit #2: Demands a Strong Architect

A strong leader relies on the support of their team members, especially in areas where the project manager is either weak or not expected to have a certain skill in the first place. (more…)

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Seven Habits of True Project Leaders: Intro and First Habit

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Our last posts discussed how failure is not an option for projects, and the way to avoid failure is through perfect planning and flawless execution. This series will cover the habits that need to be ingrained in a project leader for them to instill the discipline necessary to make project failure obsolete.

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Make Project Failure Obsolete

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In our last post, we discussed how failure is not an option in today’s business environment. This post will cover how to do the seemingly impossible of getting projects right every time.

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Failure Is Not an Option: Why IT Leaders Are Sick of Being Told Otherwise

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IT executives have been told to accept project failures as a reality of their portfolio—some reports even estimate failure rates for IT projects at 68%—but in today’s fast-paced world, the stakes for projects are higher than ever. The operative word in IT security, for example, is “breach”; that is, the weakest link can break the chain, so a single failure is enough to undo all other efforts. In this environment, “good enough” doesn’t get it done.

And while the margin of error is razor thin, the consequences for failing to keep data secure are utter disaster. The mere thought of something like what Equifax is experiencing happening in anyone’s own organization is enough to keep IT leaders up at night. (more…)

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Agenda Announced for PMO Webinar

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Building a PMO with Microsoft Project

Date: Wednesday, December 6th, 2017
Time: 12pm PT /3pm ET
Duration: 1 Hour

(more…)

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When to Kill a Project

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A willingness to kill projects helps organizations remain focused on achieving their strategic goals.

Many organizations balk at the idea of canceling an active project because of the mentality that canceling a project may be viewed as a sign failure. In fact, when an organization doesn’t have a formal approach to killing projects, this is a red flag that serves as an indication that the organization may not be following a well-documented and well-understood approach to project portfolio governance. A willingness to cancel projects when necessary helps organizations remain focused on achieving their strategic goals and the adoption of a solid project portfolio governance model is typically required for a project cancellation process to function smoothly.
Posted in General Project Management, Project Portfolio Management, Theory

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