The Project teams juggle multiple balls (tasks). They often wear multiple hats and pretend that they have got things under control. To demonstrate this, they must have a few balls with them. There should not be anyone waiting for a ball from them. Hence, it is common...

The triple constraints (Budget, Time and Quality) are popular in projects. Therefore, you will find that every Project Status Report (PSR) includes the status of triple constraints. The problem is that the project is often marked as successful if it is delivered on...

There is a cost to managing risk. However, there can also be a cost to not managing risks. There is a cost to increasing the quality. However, there can also be a cost for not improving the quality. There is a cost to hiring a competent project team. However, there...

There can be many reasons why executives struggle to under the ground reality of the organisation. I believe the main reason is that they pretend to behave like a race car driver. They look straight (narrow focus) and lose the 360-degree view. They never see the big...

We may want to think of ourselves as logical and rational human beings. It is far from reality, however. The fact is that we blindly follow the narrative set by the first person telling the story. If the same narrative is told repeatedly, the firmer our belief...

We are increasingly distracted by technology, culture, office politics and power games. As an executive, it is vital to hear the truth and make decisions that matter. However, truth is like a needle in a stack of falsehood. To be politically correct, we mould things...

During the steering co, it is so common to observe the top executive telling everyone what to do. Elaborating on how smart I am and proving the incompetencies of the project team. Taking pride in what and how much I know, ignoring to leverage the value others in the...