By Steve Wetterling Who would want to work for, with, or anywhere near a Project Manager you can’t trust? And how would you know he couldn’t be trusted? What does he look like, this untrustworthy PM?
By Steve Wetterling Proponents (including me) of project management methods and practices extol this invention as the best way to do all work that falls in the category of “new stuff.” When project teams skillfully develop a charter, scope and limits statements, work breakdown structures, schedules, budgets, risk analyses, etc.—and hold to them—they’re far more likely to succeed than projects teams that do not.
