Very few people are able to enjoy a career without a few setbacks. How you react to those disappointments goes a long way to defining your career success.
It's often useful to look at organizations, their culture and how they approach strategic initiatives through the lens of other disciplines just to explore whether there are useful metaphors to be found. And that brings us to a fascinating comparison with astrophysics.
We hear a lot that project management is a marathon, not a sprint. That’s completely the wrong analogy…it shouldn’t be either. The work/life balance is supposed to be a real thing, so it's time we embrace striving for maximum success with minimum effort.
Identifying and Managing Technical Project Risks
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Construction Industry Project Management: Priority 3 — Planning
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High-stress situations are common in the workplace today. The purpose of this article is to reflect on how a leader should deal with this kind of environment—and train their team—in the context of project management.
As project managers, we strive to learn from our past experiences, and we guide and teach others to do the same. We leverage approaches such as lessons learned to fine-tune the methodology, all to make each project better than the last, and sometimes we succeed. However, when navigating the domain of the unpredictable, these traditional lessons learned often “come up short” for advice, hence the need for a different type of lesson that I call “strategic lessons learned.”
By Peter Tarhanidis Artificial intelligence is no longer a tool we’ll use on projects in the future. Right now, many organizations are formalizing the use of advanced data analytics from inno ...
You are managing a complex, multi-dimensional project that is over budget, has not met most of the delivery dates, and has several technical issues. Your boss tells you that the customer will lik ...
Conflict is a common issue at workplace. Do you have necessary skills to deal with the most basic conflicts at work? What do you think are the best techniques to deal with conflicts at any time? ...
It is common to see teams new to those agile frameworks which use time boxes struggling to define product backlog items small enough to get completed within a sprint and still represent value. If they ...
Whether you have an unorganized heap of knowledge or a knowledge hoarding problem, many organizations fall flat when it comes to knowledge management. When individuals struggle to access information t ...
The Announcement How many times have you seen this type of email blast from senior management and said…”Not again”? "…it is an undertaking which will enhance core ...
Hi I just got my CAPM recently and applied for a job as a Client Analyst but couldn't go further because I didnt give the best answers to this questions below: 1. Do you have any other recommendat ...
Unless an Owner has designated staff, the development of technical requirements for a construction contract is usually performed by a design consultant. The Owner identifies the scope, del ...
The sooner you recognise it for what it is, the easier it will be to fix. There are four key elements to consider in these situations - content, behaviour, tension and emotion. Most clashes begi ...
An organization that isn’t failing at anything is either paralyzed strategically or dangerously unaware of what’s actually going on. Indeed, successful organizations often fail more than faltering ones, but they leverage the experiences into positive stepping-stones.
True story: A CFO told a VP peer about how he wished the CIO would learn to “stay in her lane.” Yet isn’t the CIO supposed to provide the information, infrastructure, technology and systems the organization needs to leverage its ability to do business, compete, grow and prosper?
Risk management can suffer from too little or too much supporting infrastructure, be it tools, techniques, training, templates or technology. Getting these elements right enables the risk process to deliver the expected benefits to the organization and its projects.
When differences in understanding or expectations arise between project stakeholders, clients, partners or developers, it is the project manager who is often caught in the middle. One of the best bridge-building strategies is storytelling—and one of the best stories is about purpose.
Chaos loves a vacuum. New project managers often struggle with managing their time. That leads to things getting missed—and disaster will soon follow.
Transformation in government agencies often comes up against bureaucratic hurdles. Employing a crucible, consisting of four elements (do more with less; lean project management; phasing; and consistency), paired with Kotter’s eight-step change model enabled a government team to successfully complete a difficult consolidation effort.
We all like to think that our career success is the result of our ability, and that’s a major factor. But there are also a few other things that contribute to success—or the lack of it.
This is in the third installment in an 8-part webinar series, A Billion Dollar Project Health Framework, presented by Uri Galimidi. The series covers an advanced yet practical framework which Project Managers can use to assess the health of their projects.
Following her successful webinar, Consulting As a Service for Digital Transformation Program, Nathalie Bouchard, Executive Advisor and co-founder of Oneflexiwork, takes the innovative concept one step further and presents how it can support leaders in transforming their Digital Transformation vision into an actionable transformation program.
What does it mean to be ‘Mindful’? How can one apply the practice of Mindfulness to enhance the performance of their project team(s) – and, while we’re at it -- ourselves?
This is in the second installment in an 8-part webinar series, A Billion Dollar Project Health Framework, presented by Uri Galimidi. The series covers an advanced yet practical framework which Project Managers can use to assess the health of their projects. The framework consists of eight key project management areas.
Lusail City extends across an area of 38 square kilometres and includes four exclusive islands and 19 multi-purpose residential, mixed use, entertainment and commercial districts. It is a comprehensive arena with leisure spots, residential buildings, commercial towers, avenues and public ports. Lusail, a true city of the future, will eventually accommodate 450,000 people. City includes 22 hotels with different international star ratings, making it an element of attraction for investment in Qatar.
This webinar explores where these lines blur, how to make sense of them, and how to think about our projects and they can—and should—relate to strategy.
For some of us, the lowly Lessons Learned is one of those ‘have to do’ items in the Project Management artifacts folder. Some of us push it off, forget it, rush it, or minimize it. If used correctly, it becomes the ‘primer’ for your next project. We will see how it will save both time and money. Over time your Lessons Learned will switch from issues to must haves.
As we mark the 50th anniversary of human beings’ first steps on another celestial body, a new goal has been set for this nation to return astronauts to the moon within 5 years. In this webinar, we will take a retrospective look (from a Project Management point of view) at what has been characterized as mankind’s greatest achievement
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