Project Management

If more than 50% of mergers and acquisitions don’t deliver the outcomes we seek, it begs the question: how do we maximise the chance of success?

There is no doubt that we are in some very challenging times. When your organisation is faced with ambiguity and change that is not within your control, your people will look to you for strength and leadership.

We are seeing a shift in what project managers need to bring to the game to succeed—and it is all Agile. Do we need to call time on ‘project management’?

Fact-checking is becoming something of a sport but there is one place that facts need to be laid bare if you want good decisions made, and that’s in project delivery.

When faced with the realities of project delivery and managing stakeholders, we have to know just how capable we are of influencing both upwards and outwards.

Focusing on the benefits of any project to the organisation is a critical lens for assessing risk and opportunity.

While we’re all for standardising how it is adopted within an organisation, successful Agile projects require more than tools and frameworks.

No matter how well a project appears to be travelling, it can be quickly derailed by poor management of stakeholders.

Ego can be a positive or negative in project delivery, however whether it’s an asset or a distraction, it’s important to be able to call out behaviour that isn’t acceptable.