The PM and the Vendor: A Nuanced Relationship
Managing vendors is fundamental to a PM’s role, so what are the essential ingredients for an effective and successful collaboration?
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?
Improving efficiency, scalability and cost reduction are key drivers for technology transformation, however it is vital that IT aligns with the business to deliver change successfully.
Rather than focusing on the elusive ‘data scientist’, organisations do well instead to bring broader skillsets into contextualising Big Data for their projects.
How is an Enterprise PMO (EPMO) different to Technology PMO?
What are the best options to increase your Project Manager’s capability?