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    Ok, your organization decided to launch a large program, could it be the transformation or completely new R&D or any other non-standard project monster. Firing it to full-blown sailing engagement is a massive job. Assuming all initiations steps are done like setting goals, initial budget, business case, getting Read more…

    If you are a company providing services or projects for the market, for this discussion it does not matter if you propose staff augmentation or time and material or fixed-scope fixed-price engagements. And for this discussion, we don’t consider obvious things like wrong scoping or underestimations. This is Read more…

    The question sooner or later hits every project organization, specifically those who deliver projects commercially. The scenario is typical. We have a project, and we need resources with X skills for a Y cost rate. But we have currently several senior people who have X skills and more, Read more…

    One of the LinkedIn network members posted a very convincing example, illustration of RAID: Risks, Assumptions, Issues, Dependencies log. The risk was a dog doing its business on a lawn. The issue was somebody stepping into that. The assumption was kids playing barefoot on that lawn. The dependency Read more…

    Recently I have heard a story about a rather large digital transformation project. As those types of projects are mostly people, let the number of resources used to speak for its size: 120. Around 1/3 of the people on a project were contractors and the remaining 2/3 were Read more…