For Whom the Bell Tolls: Is the 9-5 Era Over?
Many of us can relate to not enjoying the standard 9-5 workday, but with flexible working and increasingly long days rapidly taking hold in the workplace, has it had its day?
Speaking Truth to Power: The Challenges of a “Good News” Culture
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.
Don’t Bite the Hand that Feeds You: The PMO’s Role in Rebuilding Trust
The PMO is increasingly being called on to prove its ability to support executive decision making by delivering reliable and accurate information.
Frenemies in Cultural Change
The interaction between organisational drivers of change and project delivery is critical to delivering meaningful and long-lasting cultural transformation.
In the Driver’s Seat – Should Consultants Run Your Projects?
Has the time come to outsource project leadership and if it has, how do you find the right external delivery capability for successful projects?
Killing a Project: Who Decides?
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.
Artificial Intelligence in the PMO: Does AI have a Place in Project Delivery?
Artificial intelligence in project delivery is still to be fully realised, however AI has a potentially valuable place in the PMO.
Leadership EQ: a Critical Element in Transformational Change
To effect meaningful change and deliver successful projects, it’s the soft skills of emotional intelligence, or EQ, in leadership that create safe, successful, and resilient cultures.
Don’t Expect a Smooth Entry: Why Project Teams Need to Hit the Ground Running
Few consultants can truly appreciate the project environment they are about to commence working within, so it is essential that they are able to hit the ground running.
The Budget is Blown: Why There’s no Going Back
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.
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