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?
What happens when organisations favour good news over bad? Can we take the ‘good’ or ‘bad’ out and really state it like it is?
Is it possible to embed assurance in an agile way so that it is possible to manage up without stifling a project's innovation or delivery?
High profile projects attract a high level of scrutiny and this major Sydney infrastructure project is no exception.
When you’ve worked in project management for as long as we have, it still confounds us that organisations are not embracing assurance as a cornerstone to good project outcomes.
When is an independent report really ‘independent’?
If M&A is a process fraught with challenges, then knowing the typical stress points can enable businesses to build in effective risk management when merging multiple organisations.
Failure and success: Both outcomes have the opportunity to teach us how to continuously improve how to deliver better projects.
Failing projects are often reinvigorated with new teams to lead it out of the wilderness - How do you get the right team onboard when the failure is an Agile one?