Most projects don't end with their launch date—they have an active lifespan and eventual decommissioning. Do you know what the true end-to-end cost of your project is?
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This PM has lost track of how many times he has heard presentations or read articles on "project management culture." Enough, already! That’s not what organizations need!
Many successful project managers can inadvertently be green at the same time. Why? Good project management practices that succeed in the three key ACE elements are coincidentally sustainable at the same time:
As environmental concerns and sustainability become bigger issues across all aspects of society, there is an argument for taking a rather longer-term view of product development--the concept of whole lifecycle thinking, ensuring that the costs of the product are considered from birth to retirement. What can project managers do to help develop and implement the concept?
Business continuity planning has always been a slightly niche discipline for project managers, but things are changing—and we need to be ready.
As a project manager, you are focused on sustaining key variables such as your project, your client’s business, your profession and your career. In this article, we look at several of these variables and suggest that there are different approaches to evaluating how you are doing.
Many things make it difficult to sustain a positive project environment. The solution is to ensure that our attention to task definition, task assignment and task monitoring is acute.
The changing nature of competitive advantage has one constant—the trust and comfortability of products and services to consumers garnered by the value propositions that accumulate throughout the years, referred to as cumulative advantage. Discover tactics to build cumulative advantage and how they align with your project delivery strategy.
Resources must be available for projects to be completed. You routinely manage for vacations, holidays, sickness, family needs and so on, but what about severe weather events?
Organizations are run by people, and those people have limits. When an organization pushes employees to exceed those limits, bad things happen. Problems sustaining project team performance and problems sustaining operational performance need to be addressed, and the PM has a role to play in both elements.