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372 items found

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Changing Work, Changing Needs

by Andy Jordan

As project work shifts and evolves to meet the changing needs of the business, what are the implications for our teams—and how do we manage them?

Chewing Change: Consumption for Effective Change

by Debasis Roy

Just receiving work packages for change initiatives is not enough. The teams need to know what is expected from those work packages, and they need to undertake tasks to achieve those results. The processing tasks—the actual work that is done—is akin to chewing what is bitten off, with the express intention of deriving the benefits that the change initiative proposes.

Command and Control: How can project managers prevent scope creep?

by PM Network Staff

Nearly every project falls victim to scope creep. This article features five project professionals discussing how scope creep can be prevented. In doing so, it cites the difference between change and creep. It also explores how change management and intermediate control of work can allow project managers to control the project scope.

Communication Before Big Project Change (Part 1)

by Joe Wynne

When big changes are afoot (or rumored), there are two points where communication is critical. Waiting until more is known will simply result in workforce issues, stakeholder anger and reputation problems. Instead, be ready to stay ahead of the issues by knowing the two critical points when communication is possible--and how to know what to communicate.

Communication Before Big Project Change (Part 2)

by Joe Wynne

When big changes are afoot, there are two points where communication is critical. The key success factor is to get information out as fast as possible. Before you know it, it will be time to pass on another wave of information at the next critical point--the focus of our concluding installment.

Compliance Projects: Fragile, Please Handle with Care!

by Jiwat Ram

By their very nature, compliance projects should be regarded as strategic—as non-compliance could lead to far-reaching implications for business survival and continuity management. But they pose unique challenges for project managers...

Control the Cost of Change

by Bart Gerardi

When aware of the different hidden costs of change, project managers can positively influence those costs — and minimize the disruption to their teams, creating a project environment where change becomes a force for good, rather than something to avoid or resist. Here are three best practices that will help.

Corporate Culture: It’s a 'Feeling'

by Bruce Garrod

Corporate culture is both difficult to define and even more challenging to change. There are theories that organizational culture shouldn’t be a management priority. This practitioner respectfully disagrees.

Create a Productivity Culture

by Eric Bloom

Productivity is the art of doing more with the time, money and resources at your disposal. To enhance the productivity of an organization or team — be it streamlining processes, improving communications or fostering innovation — leaders need to pay attention to these six cultural attributes.

Create the Transformation You Want

by Bart Gerardi

As the pace of digital transformation accelerates, changing the ways that organizations connect with customers and teams collaborate, project leaders must make sure they aren’t just along for the ride.

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