How Jennic Created the World Speed Record for the Industry Benchmark Goal of Full Bluetooth Compliance
People often ask me does your methodology work? The resounding answer is, Yes. Based on decades of experience and deep insight into methodology, I can easily make that prediction. Around 90% of high-tech companies have a sub-optimal PM system. An organisation with an optimised Project Management System, can deliver 10 to 20% faster and cheaper […]
Accelerate Product Development Using Review Systems in High-Tech Project Management
Introduction: Why Reviews Matter More Than Ever In high-tech industries, development speed and product quality are often seen as a trade-off. Many leaders assume that if you push for speed, quality suffers, and if you emphasise quality, timelines slip. But what if the two are not mutually exclusive? Decades of research and practice in complex […]
New Frontiers in Advanced High-Tech Project Management Training
1. The Challenge We have a progressive group of over 80 project managers who are freelance professionals. The associate is run by the Escape Company, in Arhus, Denmark. The project managers are qualified and generally have 10 to 30 years project management experience. Typically, they are contracted into large companies, taking over the leadership of […]
The 3S approach: strategic, structured, and systematic
High-tech project managers rarely suffer from a shortage of activity. The calendar is full, the inbox is noisy, the team is waiting for decisions, and every week seems to bring a new constraint: a supplier delay, a technical surprise, a resource bottleneck, a customer request, or a stakeholder who has suddenly changed their mind. Working […]
Skills breakdown structure: how to master complex PM skills
Complex project management skills are often talked about as if they are single abilities. Communication. Leadership. Negotiation. Strategic thinking. Problem-solving. Each one sounds simple enough when it appears in a development plan, but anyone who has tried to improve under real project pressure knows the truth: these are not single skills. They are bundles of […]
The skills ladder and skills matrix for PM growth
Most project managers want to improve. They want to walk into difficult meetings with more confidence, explain complexity without losing the room, spot risks earlier, and lead teams through pressure without becoming permanently reactive. The intent is usually there. What is often missing is a clear route. For many PMs, development is left to time. […]
Advanced training: moving beyond project management basecamp
Standard project management training gets a project manager to basecamp. That is not a small achievement. It gives people the basic equipment: language, structure, methods, and enough confidence to begin managing scope, schedule, cost, risk, stakeholders, and governance in a professional way. But no serious climber mistakes basecamp for the summit. In high-tech delivery, the […]
‘E’ is for Excellence in Verbal Communication
Have you ever wished that when you make a presentation, a report to management or spoke at an important meeting that you would like more impact, greater efficiency and impact? I have been learning and teaching excellence in speaking for 23 years as a dedicated member of Toastmasters International. I became a Distinguished Toastmaster in […]
Applied project management: integrating PM and product development
High-tech project management does not succeed on project methodology alone. Gantt charts, governance, risk registers, and stakeholder plans matter, but they are only half the story. The other half is the product development methodology that determines how the system is actually conceived, designed, verified, integrated, and released. That is why applied project management matters so […]
Building super project managers for high-tech complexity
Conventional project management training gets people into the game. It teaches core disciplines, shared language, and important baseline methods. But in high-tech environments, baseline capability is rarely enough. When projects involve novelty, extreme schedule pressure, cross-functional friction, difficult stakeholders, and teams operating at the edge of technical feasibility, project managers need far more than standard […]
