Building Team Synergy and Resilience
Categories:
Agile,
Benefits Realization,
Best Practices,
Career Help,
Change Management,
Complexity,
digital transformation,
Facilitation,
Human Aspects of PM,
Human Resources,
Innovation,
Leadership,
Lessons Learned,
Mentoring,
PMOs,
Portfolio Management,
Program Management,
Roundtable,
Stakeholder,
Strategy,
Talent Management,
Teams
Categories: Agile, Benefits Realization, Best Practices, Career Help, Change Management, Complexity, digital transformation, Facilitation, Human Aspects of PM, Human Resources, Innovation, Leadership, Lessons Learned, Mentoring, PMOs, Portfolio Management, Program Management, Roundtable, Stakeholder, Strategy, Talent Management, Teams
By Peter Tarhanidis, PhD As the pandemic stretches on, work-from-home programs continue to keep teams working virtually. During this time, we have performed courageously to deliver our strategic and business outcomes. Here I will share a select review of advice from industry experts as they explore how to build a post-pandemic response strategy. According to McKinsey (2022), organizations have pivoted to deliver sustainable and inclusive growth toward building a better world. And Harvard Business Review (2020) notes that all types of companies have navigated the pandemic by pivoting their business models in the short term to survive—becoming more resilient in the long term. Yet not all pivots generated an improved business outcome. Three trends in particular can help ensure a successful pivot:
PWC’s Global Crisis Survey identified three key lessons that businesses can adopt for long-term resilience:
An opportunity, therefore, exists to consider how to prepare your team’s competence in driving synergy and resilience in order to lead post-pandemic growth strategies—and simultaneously pivot from those same strategies. Here is a shortlist of what leaders can do to prepare for a post-pandemic recovery and support an organization:
In the end, the teams that are ready to execute and can pivot as necessary will be ready for the post-pandemic competitive environment. Let me know if you have uncovered additional successful strategies—or any pitfalls to avoid—in building team synergy and resilience. References |
AI To Disrupt Project Management
Categories:
Career Help,
Change Management,
Cloud Computing,
Complexity,
digital transformation,
Education and Training,
Ethics,
Facilitation,
Generational PM,
Human Aspects of PM,
Human Resources,
Innovation,
IT,
Leadership,
Leadership,
Nontraditional Project Management,
PMOs,
Portfolio Management,
Program Management,
Stakeholder,
Strategy,
Talent Management,
Teams,
Tools
Categories: Career Help, Change Management, Cloud Computing, Complexity, digital transformation, Education and Training, Ethics, Facilitation, Generational PM, Human Aspects of PM, Human Resources, Innovation, IT, Leadership, Leadership, Nontraditional Project Management, PMOs, Portfolio Management, Program Management, Stakeholder, Strategy, Talent Management, Teams, Tools
By Peter Tarhanidis, PhD Technology has demonstrated tremendous benefits and efficiencies (many of them unstated) over time. The technology lifecyle enhancements that started with our initial computers, software programs and the internet of the past have given way to the modern-day cloud, Big Data and artificial intelligence. Throughout this maturing landscape, technology has affected all industries—especially how we collaborate. According to Peng (2021), here are some key impacts to consider:
Project management has benefitted from the overall technology lifecycle, either by implementing aspects of it or by being a user of its collaboration outputs. Yet project managers are at the doorstep of being part of the next wave of AI disruption. What a PM organization must consider is the methods and concepts used in managing past programs and become proactive in shifting to an AI-enabled PM organization. There is no doubt that the role of PMs and our methodology will be augmented with AI-enabled assistance. PwC identified five areas of AI disruption and decision making in project management:
To prepare for these changes, project managers should:
In order for these changes to emerge, there are a few considerations that may hold one back from the changes—such as organizational readiness, employee skills assessments, and the state of technical tools. PwC outlines a change approach to assist in the transition that relies on updating project management strategy, leveraging technology investments, integrating digital and AI, and a comprehensive communication plan to generate awareness through adoption by the future project management workforce. What other approaches have you used—or should be considered—to manage AI disruption in project management? Reference: |