Project Management

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.

Despite the critical role of knowledge sharing in contemporary organisational success, the fact remains that in many firms such exchange does not occur.

We often see challenges in new sponsors getting to grips with their role in shaping and supporting their projects.

It would be easy to dismiss Space X as the technical plaything of a billionaire but what if their follies lead to innovation because they are prepared to risk and fail?

As far as change projects go Brexit is the ultimate poisoned chalice.

The way that cost and budget are communicated in project management is something of an art – once the numbers are posted, there’s very little, if any, opportunity to turn back.

The streaming of the World Cup to Australian viewers should have been a boon for telco Optus, however repeated glitches have us pondering: Was it an Agile loss?

In a project environment that is adapting to changes in how we lead, resource, and deliver projects, all too often, optimism outflanks pragmatism in successful project delivery.

As paradigms shift and people change how they work, how can an organisation become ‘match fit’ for the new game?

How can an organisation build standard practices within the business to help identify that Agile is the right approach?