By Keith L. Woodman and Debi Tomek Occasionally, you get the rare, pleasurable experience of watching a project flourish even when confronted with seemingly insurmountable challenges.
By Keith L. Woodman I once had a NASA project manager who was notoriously hard to work with lament that people were leaving his project as fast as they could. Another project manager, who had no trouble retaining people, told me one of his secrets to success was to manage team members like volunteers. […]
By Keith L. Woodman If you asked the typical project manager how much authority he wants, he would likely respond by saying the more, the better.