The challenge in any organizational transformation is how to make the culture work for rather than against the desired change. To do that, we need to first understand what an organization is, how it functions and how we can orchestrate relationships between those functions so that culture becomes an enabler of effective change.
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Philanthropy and corporate social responsibility are very different, but they need to work together to be as effective as possible. There are any number of alignments between CSR initiatives and philanthropy in every corner of the globe—and in every aspect of society.
Historically, projects have had a bit of a love/hate relationship with speed. And if there is one characteristic that differentiates a business-focused PMO from any other, it is the ability to drive project execution as fast as the business requires.
While much has been written about “repair or replace” decisions, not much has been written about the practical considerations necessary to ensure that equipment modernization projects achieve their objectives in a sustained way.
There are two parts to making progress on diversity and inclusion. The first step is self-knowledge and reflection; the second step is adding diversity and inclusion to our work as a standard practice. Here are some tips to help nurture your DE&I efforts.
After nearly two years of a pandemic, workers are being more selective in where and how they work. Simultaneously, many employers are preparing to move workers “back to the office.” Be prepared to make the best of adapting to these new pressures.
Effectively applied, project communication is the glue that holds your project together. Stick to it!
Some in the Agile community don’t like the word “project”—they associate it with bureaucracy and bad ways of working. But the real issue is that they don’t feel their organizations understand that Agile is a way of thinking, a way of operating in today’s business world.
Globalization has had multiple effects on emerging economies. The per capita income has risen, and the underlying facets of project execution and delivery are subject to these changes in the economy. The emerging nations have provided relatively abundant low-cost, English-speaking labor that could deliver under tough constraints. In these circumstances, project management has been focused primarily on meeting the bottom line, as opposed to focusing on the other values and methodologies required for managing projects. However, the cost-driven outsourcing of earlier years has changed to value-driven outsourcing in more recent years.
This article focuses on project management in Photovoltaics, a sector of the fast evolving renewables industry. The author suggests approaches to setting up an appropriate methodology, explaining the most important differences with other traditional businesses; and, gives tips to project managers who want to get involved in the PV sector, as well as to companies and HR specialists who want to identify the best profiles for a “green” project manager role.