The Better Project Delivery Blog
Organizations usually come to us with some version of the same pattern: teams keep their own trackers off to the side. Status updates go into the PMO's system, then get rebuilt somewhere else so the w...
Your strongest project manager just gave notice. Again. And the last time you filled that seat, it took months — long enough that two initiatives lost momentum while the search dragged on.
People usu...
You know the meeting. Slides open, CFO scanning the summary page before you've even said hello, and somewhere in the back of your mind is the same question from last year: is this the cycle they final...
You get the req: "Project Manager." One title, one job code — but the role behind it could mean five different things. A PMP-certified program lead running a multi-million-dollar portfolio. A scrappy ...
Somewhere in your organization, someone just got a mandate: "Go build us a PMO."
No charter. No org chart precedent. Just a directive, a blank slate, and an expectation that this new function will so...
It's a familiar moment for a lot of executive teams: the annual strategy is set, the deck looks great, everyone nods in the room — and twelve months later, someone asks what happened to half of it. No...
You've built the reports. You've standardized the processes. You've implemented governance frameworks that should make any executive feel confident about project delivery. Yet when budget discussions ...
There has never been a week quite like it in the history of the World Cup. A refereeing decision — the kind that normally fuels a few days of sports-radio outrage and nothing more — became an internat...
Over the past four articles I have walked you through an argument. Your strategy is not the problem; the value leaks out through the Strategy-Execution Gap, and research puts the leak at 37 percent.
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 If you're leading a PMO or sitting on an Executive Steering Committee, you already know how this story starts. A strategic initiative — the kind with real budget, real visibility, and real consequenc...
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In the first article of this series I said something in passing that deserves its own article. The PMO, the Transformation Office, the Strategy Realization Office: different names, same construct, ...
So far in this series I have made two claims. First, your strategy is not the problem; the 37 percent of value most companies lose leaks out through the Strategy-Execution Gap. Second, the SEG is spec...
