We human beings are often very good at taking on tasks with energy and commitment, especially once there is a plan and a great leader in place. Unfortunately, though, we are also plagued by optimism, and although this may generally seen as an admirable trait, it can cause havoc within a project.

Optimism tends to make people envision time-lines, budgets and end results the way they hope things will turn out, which seldom ever happens...
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Project status reporting takes up lots of a project manager’s time, and it can be difficult to know who should get what information. After all, you really don’t want to be producing lots of different, tailored project reports for every stakeholder. If you do, you risk people saying that they are hearing different stories and that someone else has been told something else – and that they aren’t getting the full picture.

As a result, it can be tempting to produce one really detailed project report and send it to everyone, but that’s a sure-fire way of ensuring your project report never gets read at all. Here are some tips for who needs to know what and how...
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As companies have started to grow again yet profitable growth remains a tall order, it is all the more critical that companies deliver the expected project results - on time, on/under budget and meeting/exceeding the intended results. Therefore, it is critical that we throw out the old paradigms, starting with the need for complex project timelines. I hear my project management colleagues thinking, "heresy!"
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Do you have a project management style? How did we come to know what we know? Obviously, our first answer would be that we learned things in schools and universities and later acquired some practical experience in the job market. After that, we did our best to keep ourselves updated about the state of the art, visiting trainings, and reading articles.

But I'm not talking about that. What I'm asking is how did you come to acquire your style of working, your working patterns, the certain way you do things – they didn't teach you those things in the university.
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Are you able to consistently deliver projects that meet or exceed stakeholders' expectations on time and within budget? Today's organizations expect project managers to have a strong set of core skills, which are to complement their use of innovative methodologies and project tools. Core skills also know as interpersonal skills or people skills are behavioral competencies. Core skills include proficiencies such as communication skills, conflict resolution and negotiation, personal effectiveness, creative problem solving, strategic thinking, team building, influencing skills, and selling skills, to name a few.
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How does management science advance? Of course, in the hard sciences the field moves forward when some researcher develops and tests a given theory, and either proves or disproves it in an experimental setting. However, a free marketplace, with thousands (if not millions) of unpredictable people serving as influencers on the outcome of a test on a given business theory represents too complex an environment to prove or disprove anything (kind of makes you wonder why they bother to describe such a field of inquiry as “management science”). So, with the clean laboratory setting denied management theorists, how does management science advance?
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Some of us spend most of our lives waiting for an awesome idea that will never come, others have lots of ideas and projects but don´t execute them. Every successful entrepreneur is an executor, people who do whatever it takes to bring their ideas to life.

Being an entrepreneur is not easy. Many people dream about being the next Facebook or Apple, but few are willing to do what it takes to get there. Discipline is what it takes. Of course there are exceptions and accidental entrepreneurs who can be successful.
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The question that is often asked amongst many of us in project management is ‘why didn’t we learn from that experience? Albert Einstein said ‘Insanity is doing the same thing over and over again and expecting different results. So why do we accept ‘insanity’ as the path of project management?

The next time you are in a meeting just try this out. Whether you are presenting or someone else it doesn’t matter but what happens when the inevitable happens, you go to write something on the flipchart or the whiteboard and the pen is dry. How many of you (and I freely admit I am just as guilty) put the pen down on the rack again, pick up another one and carry on with the key, interesting, important point you were making.
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Organizational strategy has always played an important role for project managers and entrepreneurs. It sets the path to achieve the mission and vision of the organization. Sounds simple, right? So, why many organizations with a sound organizational strategy fail every year?

The answer may be in how the organizational strategy is executed. Successful organizations operate integrating their functional and operational areas focusing in...
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