What Drives Project Performance?
byIf we assume that we all want our projects to be as successful as possible, we need to take note of what actually drives performance and adapt our behaviors accordingly. A new report offers some insight.
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If we assume that we all want our projects to be as successful as possible, we need to take note of what actually drives performance and adapt our behaviors accordingly. A new report offers some insight.
What steps are you taking to future-proof your career and your projects? Let's dive into seven bold, unconventional trends redefining project management. These will equip PMs for a future shaped by innovation, complexity and opportunity.
As the world continues to advance at a rapid rate, is it time to rethink how organizations support philanthropic causes?
While many organizations fully recognize the importance of sustainability, implementing responsible sustainability initiatives remains a significant challenge. One of the biggest business challenges is to understand where to start.
The recent shift toward flexible work arrangements has redefined how projects are managed and executed, emphasizing the need for adaptability and the integration of digital tools to maintain team cohesion and project momentum across dispersed settings.
Organizations need to become more sustainable, and this requires changing interactions with customers and suppliers. Here the author outlines how project managers can embed sustainability practices in a new ERP implementation, or run a separate sustainability project for existing ERP systems.
In an effort to reduce costs—and citing technology that can supposedly automate and streamline some tasks—companies might be convinced they can eliminate one or more project manager positions. Here's why that is a horrible idea.
Failing to keep employees engaged at work causes long-lasting heartache for HR, supervisors, and senior executives. And it’s detrimental to the growth of any organization’s most precious resource: its people. Here are some solutions to try.
It's time we address the continuing fallacy of the "Next Big Thing." The future of work will in some ways be radically different. It will also be, in many respects, stubbornly the same. Technology changes quickly. People, politics and organizations do not.
If work arrangements don’t impact performance, why are more and more organizations insisting on a return to office? What’s driving the perception that at least some amount of office time is required?
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"The greatest deception men suffer is from their own opinions." - Leonardo Da Vinci |