What is project management’s future? Will it continue to feel familiar, or is there a radical inflection point on the horizon? To know the answer, it’s important to think about these six dominant uncertainties around how project management is actually practiced.
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A lot of project management and administration remains manual. This isn’t exactly the promise of technology making work more effective and efficient. So, what’s going on? Project environments need to make more and better use of software if future performance is to be optimized.
Organizational agility may be the secret sauce of business success, but there are still a lot of organizations that aren’t leveraging it well enough. Is it difficult to achieve? No, it’s just a bit scary because it’s different.
A lot of organizations make use of contractors to supplement internal project management capabilities, but what’s the most effective approach to use them? Should you continue to use the same ones? The answers aren’t always simple, but the questions are important to ask.
Are organizations spending enough time thinking about how they can leverage technology to disrupt their industry, or are they are simply focused on streamlining and digitizing? Are you at least thinking bravely?
Disruption is the darling concept of the business press, and the preferred strategic orientation. But it's time to disrupt this notion with an observation: Disruption as a concept is highly overrated. To explore why, it helps to first understand exactly what disruption is—and also acknowledge what it is not.
When it comes to organizational change management, a one-size-fits-all approach doesn't work. Here we look at four common situations companies find themselves in—and how that drives the necessary tactics to achieve success.
In our era of disruption marked by skyrocketing costs and supply chain meltdowns, the need to use our time and resources wisely has never been so important. What types of environment friendly activities can be woven into projects that are not necessarily green or “social good” focused—without impeding on the project’s original goals?
If what we measure prompts change, then we have to be careful what we evaluate so that attention is focused on those things that are most meaningful and important. We are exhorted to “measure what matters” with “key performance indicators"—which often miss the mark.
"We need to guess if we are successful?!” They often get a bad rap, they’re often misunderstood, and executives frequently want to avoid them. But subjective performance measures help when there simply isn’t a way to know whether benefits have been achieved.