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?
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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.”
With their company mission to “Solve the Unsolvable”, Oceaneering International, Inc. manages many impressive projects, including oilfield, aerospace, entertainment, defense, and renewable energy. Hear about Oceaneering’s Project Ma...
Why wouldn’t we design project management processes around the human brain? People run projects, people are part of projects, and people influence project success. Economics, finance, and supply chain management have recognized the human factor by embedding behavioral sciences throughout their technical disciplines. Now, it’s project management’s turn. Mastering human factors gives us the ability to decrease risk and project cost, increase plan accuracy, and increase execution efficiency. Human factors empower project success in the midst of volatility, disruption, uncertainty, complexity, and ambiguity.
Chaos loves a vacuum. New project managers often struggle with managing their time. That leads to things getting missed—and disaster will soon follow.
PM Network is the award-winning professional magazine published monthly for members of the Project Management Institute. This blog will highlight some of the publication's valuable information and insights, keeping you up to date on industry trends.