The pressure is on for most organisations to speed up delivery and achieve results in a shorter timeframe, focusing project professionals on the tasks and tackling deliverables. However, running faster can increase risk and one of the keys to mitigating that risk is understanding how to buy time.
Without a doubt, project delivery has been deeply challenged as the pandemic caused widespread disruption and forced many business leaders to accelerate programs and technology projects to pivot to the new ways of work.
Designing for risk is becoming increasingly vital in digital transformation, yet Australian businesses don’t feel that their systems are prepared for a major security threat.
The old saying that the fish rots from the head provides a good analogy for why a culture of accountability is so important in project delivery.
Exceptional sponsors are the proverbial unicorn: Rare as hen’s teeth, highly valued if you can find one, and one of the most important assets you’ll ever have in delivering successful projects.
Innovation is fraught with risk so what can we learn from how two major global players manage the risk as well as the stakeholder experience of the journey?
If forewarned is fore-armed, why is it that managing risk continues to be a significant challenge for organisational project delivery?
There are important lessons and consequences for leaders beyond the financial sector and their teams in what happens when only the good news story is told.
Starting a project is easier than killing one and while no one likes to see a project die, there are some realities around the potential for success that means we have to ask the hard questions about viability and priorities.
In sport we hear about ‘defensive structure’ and ‘offensive agility’: Can you utilise and leverage both at the same time to seize unexpected opportunities in project delivery?