Workforce management delivery for complex care environments
Technology implementations can be difficult in specialist care environments where human capital management and workforce challenges are inherently complex.
Technology implementations can be difficult in specialist care environments where human capital management and workforce challenges are inherently complex.
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.
The Australian arm of a global technology company embarked on a significant transformation of its capital assets, working with Quay Consulting to deliver three sizable and challenging relocations of IT, staff and fitouts.
A multi-million relocation project for a leading global education provider ensured that learners and educators had access to leading-edge education facilities.
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.
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.