Lack of executive leadership engagement is a primary cause of ERP project failure. This critical risk leads to delays, budget overruns, and organizational resistance. To ensure success, companies must establish structured governance, track key performance indicators, and assign explicit sponsorship responsibilities to executives.
This week, beprojectmanager.com has reached the milestone of 100,000 views. A significant achievement that I particularly want to celebrate with the community of ERP project managers and project management enthusiasts.
This article analyzes the mental overload of project managers as the product of a tacit social contract and a need for recognition. Beyond the risks to the client and the company, concrete solutions are proposed: factual arguments to obtain resources and progressive delegation. The goal is to transform over-investment into sustainable and collective performance.
In any project, silence is an underestimated risk. Teams agree in meetings but withhold the truth out of fear, resignation, or misplaced loyalty. This silent compliance bias distorts your perception of reality and can be costly in the long run. How can you detect it, understand it, and, most importantly, overcome it?
Directional power is an amplifier: it can stifle initiative or reveal excellence. Beyond the formal contract, the leader's "personal touch" shapes a tacit social contract where unspoken understandings prevail. By mastering their own feelings in the face of overload, the leader avoids opaque control and becomes an architect of trust, transforming pressure into a lever for achievement.
Perfectionism and rigidity hinder project success and well-being. This guide helps managers embrace mistakes and adopt a flexible mindset to transform these obstacles into drivers of performance and team innovation.
Being a project manager means managing stress. I learned to face it not as an enemy, but as an ally. By delegating, setting boundaries, and finding ways to decompress, I transformed suffering into a driver of performance and credibility.
In IT project management, "empathy", "sympathy", and "humor" are just as important as "technical skills" for successfully managing teams and conflicts.
Communication is the project manager's key skill. More than an organizer, they act as a bridge to adapt their message to teams, clients, and management, thus turning a project into a collective success.
