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Several years back my boss’ boss walked into my office and declared me to be an outlaw-rebel-maverick. I thanked her, which was clearly not what she wanted. But what did she expect from an unbranded individual who frequently strayed from the herde

As I recall this particular issue called for me to give up on the idea of a PC on every desktop and just accept a couple of shared resources that would be placed in a public area. I kid you not. The powers that were, wanted to put two “personal” computers in a room for 30+ people to share. The absurdity of such a request was lost on these executives who held that a terminal view of mainframe processing was all the computing power that was needed (Pun totally intended).

You may have read in Part 1 of this 2-part article, that I recently managed a highly technical SAP project that had so many problems, every morning when the alarm clock rang I’d pull the covers up over my head for fear of heading into work. But, thanks to a few of my project management strategies, and all the planets aligning in the exact right place at the exact right time, the project launched on time, on budget, and with the fewest number of defects than any other similar project in the company.

In Hollywood, they say that movie stars are only as good as their last film. Well, as a project manager, you’re only as good as your last project. Whye Because the bar is set so high. Every project has challenges, set backs, and hurdles 12-feet high, so a project plagued with problems is now the norm rather than the exception.