Project Management Is Boring focuses on the unglamorous work that actually makes projects succeed. We talk planning, requirements, meetings, stakeholder management, and execution—without pretending PMs are superheroes or that every problem can be solved with a new framework. Built for IT project managers, business analysts and professionals who value discipline, clarity and realism over buzzwords.
Your charter is approved. Your risk register exists. Your status report is green. But is any of it helping?
Season 4 of Project Management Is Boring asks a simple question: Why do we do this? We’re exploring the real purposes behind familiar project management tools, how they work together to support delivery, and where AI can help—or make unresolved confusion look impressively professional.
Expect practical lessons, recognizable workplace mishaps, and a little healthy skepticism about beautifully completed templates. Let’s make the basics earn their keep.
23 Oct 2026
Why Do We Do This? - The Project Charter
The project has a name, a deadline, and a Teams channel. Unfortunately, three stakeholders think they’re delivering three different things.
In Episode 1 of Season 4, we explore the project charter: how it establishes shared purpose, boundaries, and authority—and why typing someone’s name into the sponsor field doesn’t summon executive support. We also examine how AI can help clarify an agreement or turn conflicting expectations into a remarkably confident document.
Before everybody gets busy, let’s figure out what we’re actually doing.
18 Aug 2026
Target Canada: The Recovery That Came Too Late
This episode explores one of the more painful parts of the Target Canada story: some problems were reportedly improving near the end, but the business no longer had enough time, money, or trust to continue. Recovery has a deadline. Once customer trust, financial patience, and executive support are gone, improvement may not be enough.
For PMs, this episode examines turnaround planning, recovery metrics, escalation timing, and when to recommend stopping.
Key PM Questions:
How do we know if recovery is working? What is the deadline for meaningful improvement? When should a PM recommend pause, reset, or termination?
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