Top-down project management focuses on resource utilization, but fails to gather ground-up intelligence. A better approach requires that organizations truly engage the workforce, making the team members a valid and viable part of the process and allowing information to seamlessly flow up to executives and across departments.
87 items found
In celebration of International Project Management (IPM) Day 2016, it’s time to reflect on just what project management, project managers and their teams do for this world we all live in.
Whenever a new leader assumes responsibility, there is significant risk that individual and team performance will suffer. Organizations must take steps to mitigate some of the inevitable disruption before, during and after the leadership transition. As always, communication is key. And the new leader plays an important role in it.
Project management is rapidly evolving. You’ll be able to evolve and succeed over the next 10 years, but you need to adapt if you’re going to thrive. What will it look like a decade from now? With a little bit of time travel, we let you know.
Creating a culture of trust is one of the most important roles of a leader. Trust improves team morale, which improves performance. Here are six cornerstones to building a culture of trust on your teams, from keeping your word to sharing the spotlight.
Here is a framework that can help project managers guide the decision-making process with stakeholders on major change initiatives. Encouraging a broader perspective on the short- and long-term impact of changes — from people and processes to business and technology — it addresses four domains and 18 factors.
In the first few months of recovery from COVID-19, projects are going to have to focus on creative delivery—and are going to depend on project managers to make it happen.
Doing nothing is an acceptable response to potential project threats that are deemed relatively insignificant or highly unlikely to occur. But what do you do when risk mitigation activities have been curtailed and that improbable problem does indeed arrive? Communication and calm are critical, according to these project management experts.
Executive sponsorship is a top driver of project success, but many organizations struggle with leveraging this much-needed resource. From cultural readiness to training and support, companies need a holistic approach to establishing and improving their executive sponsorship programs, according to a new book.
Each year, PMIEF honors those excelling in our field with the Kerzner Award for Excellence in Project Management. We had the opportunity to interview last year's winner, Sudhakar Ravada, on how the award helped him advance on his career path.