Diversity, equity and inclusion are finally starting to gain traction as accepted performance drivers of business success. That’s going to result in project teams having to leverage them. Are we ready?
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To make celebrating and rewarding success effective, it has to be woven into the fabric of the culture. Here are some ideas and guidance that you might find useful when designing a “project success” celebration framework for your organization.
In this article, the author will bring into focus some of the key challenges that can discourage, negatively impact or hamper the progress of organizational project management as a whole or for a particular project of strategic priority.
As The Project Economy reimagines business around the concept of projects, the disruption to operations increases. The project delivery function needs to manage that if an organization is going to succeed.
Organizations are never static; there are constant changes by design and by accident. Making changes in the organization should be guided carefully and managed just like any other project.
As project work shifts and evolves to meet the changing needs of the business, what are the implications for our teams—and how do we manage them?
There is one project activity that is overdue for some consideration. It is often overlooked, usually rushed, seldom done well, and yet it has a unique potential for realizing value. It is the forgotten activity—closing. Employ this checklist as a useful tool for maximizing the value of closing a project.
Coaching agile leaders is a formidable task, intended to guide individuals and teams toward a culture shift, inclusive of everyone contributing to a value-driven outcome. Agile coaches leveraging the cycle of continual learning will have a measurable approach to help customers compete in a global economy.
Collaboration has become a vital tool in modern project execution, but not all organizations know how to ensure it happens in the right way. How do we foster effective collaboration while still ensuring our teams and individual team members are accountable for delivering on time, scope and budget?
As we are becoming more (excruciatingly?) aware, we live in a world of increased complexity. But just what does that mean, exactly? And in particular, what does it mean in the context of our projects?