Inheriting a project with no manual? Follow this playbook to turn chaos into a plan.

What if your teams could turn hours of manual work into minutes, automate risk reports, track project changes, and deliver real-time insights straight to their inbox? Watch this short video to learn more! https://okt.to/714GO9

PM Pain Point: How to beat decision latency (the 20-minute fix) Decision OS: For every critical item, capture Owner, Options, Impact, Deadline on a single line. No doc? No decision. 48-hour SLA: Publish it. If the owner doesn’t decide by T+48, you escalate automatically. Scope Gate: Any “quick tweak” must show impact to timeline/cost/risk before entering the plan. Daily 10 @ 10: A ten-minute standup strictly for decisions needed today (not status theater). Asynchronous by default: Loom + a one-pager beats herding calendars. Executive “approve/decline” happens in the ticket. Result: Fewer meetings, faster UAT burndown, and a go-live that’s gloriously boring (the good kind). What’s the last decision that sat too long in your program—and what did it cost? Drop it below. I’ll share a one-page Decision OS template you can use tomorrow Joe

One good question can change a sprint. A client once asked their team in planning: “What’s the riskiest assumption we’re making this sprint?” That one question uncovered a missing error path in a critical feature, something no test case had touched. They fixed it before the bug ever existed. No drama. No rework. Just better outcomes. In QED, we treat good questions like test tools, because sometimes, they’re the fastest way to find what matters.

You Can’t Build a Response Plan During the Incident. By the time you're hit, it’s too late to start building a response. Real resilience comes from what you’ve already decided: ✅ Who owns the first 30 minutes ✅ What systems break the business ✅ What fallback plans actually work We just published a field-tested playbook: https://1l.ink/XXNLTMM

“The tool works great, but I can’t get budget approval.” Sound familiar? The problem isn’t the tech — it’s the story. Executives don’t just want features, they want numbers: • Dollars tied to inefficiencies • ROI timelines they can defend • Risk mitigations they can trust Swipe through to see the ROI Story Framework that makes your case impossible to ignore — and turns “we’ll think about it” into “approved.”

If it isn’t logged, it isn’t real. Relitigation isn’t a people problem. It’s a governance gap. A 6-field decision log + 3 rules fixes it. Decisions reopen, scope creeps, leaders re-decide old work. A 6-field log any operator can fill in 3 minutes: - ID & Date: unique tag + timestamp. - Owner: one name, not a group. - Context & Rationale: the “why,” not just the “what.” - Alternatives: what you rejected (and why). - Impact: budget, time, people touched. - Status: planned / in-progress / done. Make it stick → Three rules that kill relitigation: 1. Finality: Closed unless the owner reopens it under defined terms. 2. Information completeness: Same facts for everyone, same place. 3. Authority clarity: Only the named owner can revisit. We cut relitigation standardizing these six fields. Start with one steering forum: “No log, no decision.” Add owners. Review weekly. Guardrails don’t slow teams. They stop drift. If it’s not logged, it didn’t happen.

Green 'RAG'. Red Reality?  Delivery dashboards glow green. But when escalation remains inactive and commentary contradicts the metrics, what are you truly monitoring? In project reviews, silence isn't stability. It's drifting. This carousel highlights the illusion, the unravelling, and the diagnostic gap. Because if your systems reward optics over insight, you're not managing delivery, you're managing perception. Swipe through. Then ask: Where's the red hiding in your green?

Find Your Biggest Margin Leak in 7 Days Your revenue engine might be leaking deals (because you're not perfect) Here's your focused audit roadmap that might help: Day 1-2: Pull These Numbers • Billable utilization (90-day trend) • Project margins by segment • Win rates across segments • Sales pipeline velocity Day 3-4: Segment Analysis Break projects into core segments: • Internal Developer Platform • AI Infrastructure • Sustained Engineering Day 5: Find Your Problem Child Look for: • Declining margins • Extended billing cycles • Scope creep patterns • Pipeline bottlenecks Day 6: Choose ONE Experiment Pick the segment bleeding most and run: • Fixed-price packaging • Tighter scope controls • Standard discovery phase Day 7: Implementation Plan Set: • 4-week test period • Clear success metrics • Stop/continue rules

Are you certain your most critical IT project isn’t a ticking time bomb? Project failures due to overlooked errors or ignored risks can trigger financial disaster and reputational ruin—often too late to recover. Without independent verification and validation (IV&V), blind spots become fatal flaws. ✅ Insist on an unbiased, third-party evaluation to ensure software is built right—and built for your users. ✅ Use IV&V and predictive analytics to uncover hidden issues early, keeping your project on time and on budget. ✅ Elevate project health with real-time insights and automated dashboards from solutions like TrueProject. Don’t bet your project’s future on assumptions. Learn how TrueProject fuses predictive intelligence with rigorous IV&V for bulletproof outcomes—read the full article now! https://lnkd.in/enRrMXgW #ProjectSuccess #IVV #RiskManagement #TrueProject

🎯 𝗖𝗮𝗻 𝘆𝗼𝘂 𝘀𝗽𝗼𝘁 𝘁𝗵𝗲 𝘀𝗰𝗵𝗲𝗱𝘂𝗹𝗲 𝗿𝗶𝘀𝗸 𝗵𝗲𝗿𝗲? 📐 𝗣𝗦𝗣 𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻 #2️⃣6️⃣ While updating the project schedule, you notice that two parallel paths now have equal total float and both can impact the finish date. What does this indicate? A. The project now has multiple critical paths B. There is an error in logic or constraints C. The float has been incorrectly calculated D. The baseline needs re-approval 💬 𝗗𝗿𝗼𝗽 𝘆𝗼𝘂𝗿 𝗮𝗻𝘀𝘄𝗲𝗿 𝗯𝗲𝗹𝗼𝘄 & 𝗙𝗼𝗹𝗹𝗼𝘄 𝗺𝗲 for more PSP real-world scenarios! ✅ 𝗔𝗻𝘀𝘄𝗲𝗿 𝘁𝗼 𝗣𝗦𝗣 𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻 #2️⃣5️⃣: 𝗔 – A new constraint or calendar change was applied Explanation: Constraints or calendar adjustments often cause negative float or unexpected changes. #𝗣𝗦𝗣 #𝗦𝗰𝗵𝗲𝗱𝘂𝗹𝗲𝗔𝗻𝗮𝗹𝘆𝘀𝗶𝘀 #𝗔𝗔𝗖𝗘 #𝗖𝗿𝗶𝘁𝗶𝗰𝗮𝗹𝗣𝗮𝘁𝗵 #𝗣𝗹𝗮𝗻𝗻𝗶𝗻𝗴𝗘𝗻𝗴𝗶𝗻𝗲𝗲𝗿