How green should your PM practices be? Applying green practices and ideas to the management of projects is relatively new to the project management community. Adding “greenthink” to projects means finding ways to practice common-sense conservation techniques that do not hinder achieving the project’s budgetary, timeline and value-add objectives. Are you making the green grade?
There is a sense among some people that returning to a pre-pandemic way of working, whether completely or partially, will be an easy adjustment because it isn’t something new—it’s what was done before. But that’s not the case.
Companies are now asked to implement projects that will support not just their long-term growth, but also address stakeholders’ expectations with environmental, social and governance (ESG) issues. How does this imperative affect the project selection process?
In this article series, Beth Ouellette talks about her experience working on PMI’s Requirements Management Steering Committee. This group helped to perform the work that eventually created the PMI Professional in Business Analysis (PMI-PBA)SM certification, which officially launched in September, 2014. As Beth explains, the work and planning that goes into the creation of a PMI certification begins long before it’s made public. In Part 3, she forms a task force.
This three-part story looks at the American workplace from the post-World War II early 1950s to the present, concluding with some assumptions about the future. In Part 2 we find out how our workplace has evolved and how workers’ expectations have changed.
There has been a shift in the way many people view the work that they do. Making positive change is valued much more than being efficient at tasks that no one will notice. Leaders must, in turn, create the environment where a project’s success will be measured by impact, not merely by how many or quickly things get done.
Many, many years ago now, we were promised the paperless office. So what happened to the vision? What happened to the dream? What happened to all that lovely hippie stuff about a paperless society full of tree huggers? In a word: reality.
The Project Economy outlined in 2019 was driven from the convergence of tech, energy and infrastructure. COVID-19 forced a digital upskilling and appreciation for alternative energy that has accelerated the transition.
Why are there campaigns afoot to paint negativity around all things project management? The answer to this question is based on “marketing carveouts”—a narrative purposed to sell services. Should we grant professional ignorance to this practice, recognizing the need? Or address these concerns through spirited debate?
When it comes to creating social impact through projects, the outcomes and impacts should be (almost) all that matters. So why are so many organizations getting it wrong—and what can project managers do to help?
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"Two roads diverged in a wood, and I... took the one less traveled by, and that has made all the difference." - Robert Frost |
