Everything that we encounter on a project doesn't need to be complex. So how do we move from complexity to simplicity on the project? What steps can we take to get there? Here's a look at four ways to keep it simple.
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In reading articles about the worst companies to work for (and their practices), there are many common elements that helped them qualify for such a distinction. Several of them focus on a symbiosis of employee and customer satisfaction.
Is your organization using the Balanced Scorecard to measure the success of strategic initiatives and processes? A 2007 book takes on the popular management-by-metrics methodology, deeming it antiquated and insufficient. Here, one of the book's authors puts forward six reasons to consider using a real-time approach, the Performance Power Grid.
All organizations have key "influencers" who can help bring a project to life — or stop it dead in its tracks. Here's some advice on how to identify and persuade four types of influencers — Top Dogs, Gatekeepers, Gurus and Players — to move your initiatives and ideas forward.
A situational assessment of your project’s surrounding environment — not just the project itself — is a critical step in deciding the best way to proceed. You need to understand the true nature of the organization in which your project will live — not a textbook ideal — in order for it to thrive. Here are three key elements of such an assessment.