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An executive shuffle can put a project at a disadvantage. Strong project managers know how to cope.
Generation Z—born between roughly 1994 and 2010—is about to steal the spotlight. But by 2020, they'll make up 20 percent of the global workforce. Hiring managers and project management offices can prep to snag top next-gen talent by knowing what—beyond a native attachment to tech—makes Gen Z tick.
After a long haul, project managers and team members might feel the urge to wrap things up so they can move on to the next big thing. But giving short shrift to the debriefing process could shortchange an organization's performance. Without the help of lessons learned, future teams might repeat past mistakes that jeopardize project success.
This is the era of disruption. Long-stable business models are crumbling. Yet the construction sector has stood conspicuously apart from this trend. In a report released last year, KPMG noted that only 8 percent of construction and engineering firms are “cutting-edge visionaries,” with 69 percent considered “followers” or “behind the curve.”
When schedules are compressed, project managers should focus on team engagement and cohesion.
Brownfield redevelopments can provide relief for crowded cities—if project teams effectively manage risks. Cities are getting more crowded—and looking for new ways to make sure no space is wasted.
After an IT overhaul project crashed and burned, a U.S. state cleared the debris and pushed the reset button.
Theme park projects don't have to be a wild ride. Here's how project managers keep new attractions on track.