Now, more than ever, the elevation of the chief project officer function is vital, writes Sara Verbruggen Going back to business as usual – the old way of how we worked and delivered projects before the pandemic – seems increasingly unlikely.
Project management certainly doesn’t sound as exciting as building something or going shopping! How do we promote project management to children, and girls in particular? I led a Girlguiding unit for 30 girls aged 10-14 (Guides) in north west London, and one activity we’ve run with different groups is the ‘construction game’.
We are in the midst of the greatest societal revolution since the end of the Second World War.
What does success in project management look like? Traditionally, it has been defined using the iron triangle of time, scope and cost – with a project considered a success if it delivers its objectives on time and on budget, and a failure if not.
In many organisations there will be a process for that – whatever ‘that’ is.
What are the top five skills wanted by employers? Is it initiating, planning, executing, monitoring and controlling? Or is it creativity, persuasion, collaboration, adaptability and emotional intelligence? One is doing and the other thinking.
Nuclear projects represent some of the most impressive achievements of the human race, delivering scientific firsts that will find a place in history books for centuries to come.
How long will it take and how much will it cost? In one form or another, these are probably the two most asked questions before a project starts and during the project lifecycle (and sometimes even after it is finished as firms try to calculate the full cost of a project).
Most major companies, if not all, will have some dimension of internal politics that can impact project managers and the projects they are responsible for.
Mike Wild outlines practical ways to respond to the new, rapidly changing and complex project environment Projects in 2020 have turned out to be a little different than expected.