#003 - Project Meridian: Watermelon
Project Meridian looked flawless from the outside—happy client, green dashboards, “stable” delivery. But behind the curtain, the delivery engine was starved of resources, micromanaged by a fearful portfolio office, and pushed to the brink. This deep-dive reveals how organizations quietly fail beneath the surface—and what a PM can realistically do when leadership refuses to prioritize or intervene.
#002 - Project Keystone: Navigating New Requirements and Team Conflict
Project Keystone seemed on track: each environment was built and handed over to the BAU team. Then a new compliance need surfaced, and neither the build team nor the BAU team would take responsibility. Management refused to decide. This post reveals how an ad‑hoc coalition salvaged the programme, highlights the pitfalls of rigid roles in Waterfall, and offers concrete a conflict‑management lesson.