Keeping Project Managers Engaged
Project managers are accustomed to change and thrive on challenge, so how can you keep your permanent PMs engaged when the projects become routine?
Project managers are accustomed to change and thrive on challenge, so how can you keep your permanent PMs engaged when the projects become routine?
ERP implementations can be highly disruptive to business as usual and having a capability model in place to identify potential traps and gaps is imperative for successful delivery.
Why are workforce management (WFM) implementations susceptible to time and cost overruns?
Is ‘Big Data’ essential for an organisation to derive meaning and value from its data?
Managing vendors is fundamental to a PM’s role, so what are the essential ingredients for an effective and successful collaboration?
As Big Data technology begins to mature, what is influencing the adoption of data analytics?
How can bringing business sponsors and IT expertise together ensure that change initiatives are set up for success?
If project governance is not a ‘one-size-fits-all’ requirement for project success, how can organisations ensure they have the right type and amount of governance?
On the job experience and formal training are standard tools for upskilling your teams, however, it is in collaboration and shared knowledge that the most valuable learning is usually found.
Is it enough to gain certification in project management methodology or are we missing a significant piece in the capability uplift equation?