With the world in chaos and unlikely to return to the old ‘normal’, increased levels of uncertainty, organisations’ strategies in turmoil, changes in working patterns and behaviours, different communications and employment practices – the only constant we can plan for is – change.
If we combine the best of humans and algorithms, we can reach new levels of project delivery performance, writes James Lea Today is a busy day.
Early in 2020 the Association for Project Management (APM) Governance Specific Interest Group (SIG) analysed the results of an online survey of senior executives who undertake a sponsor role or are board directors and other project professionals involved in governance of change.
Is everyone performing as well as you think they can be? If the answer’s no, it’s time to ask yourself some questions about how you engage them.
The focus on maximum efficiency ignores the fundamental differences between the complicated and the complex, writes Margaret HeffernanWe’ve all sat in planning meetings and shaved off costs here while tightening schedules there.
It involves lots of shouting, suppliers have it easy – and more PM pearls of wisdom from year 6 pupils.
We all know that a sponsor is focused on outcomes.
“Never let a good crisis go to waste”.
Often organisational change is guided by reactive initiatives and solutions or wishful visions rather than by a plan based on sound principles.
Bent Flyvbjerg and Alexander Budzier ask whether support for the Olympics is waning around the world The Olympics, proponents argue, showcase a country to the world: a two-week event to celebrate sports, national culture and heritage.