Transformations, by nature, have significant change impacts on an organisation as they are not so much an evolution, but a revolution. The people in the organisation need more to get behind a revolution.
When the right people are in the right roles with the right responsibilities, leadership can show itself in many and varied ways
We spoke to Quay’s Principal Consultant, Jon Pascoe, to get his insights about why managing the dependencies between teams, budgets, and projects are critical to driving out maximum value and how PMOs play a critical role.
As BAs remain in high demand for complex projects, one of the key parts they play in is ensuring the business understands what outcomes they are aiming to deliver and how ready they are to get started.
Hybrid working environments are here to stay. As leaders and their people find ways to help remote and co-located teams work productively together, managing change remains challenging.
With a potential recession on the horizon, tight labour markets, rising inflation and the cost of doing business, organisations are more concerned than ever about fostering a culture for change and resilience to help their workforce navigate the ambiguity and pressure to come.
Preparing for a downturn can have significant implications on upcoming and inflight projects, and place increased demands on the PMO. It’s better to be prepared with plans to respond rather be caught by surprise when requests for more information start coming in. Here’s what’s important.
Most project goals aim to improve an organisation’s capability, and in doing so often creates efficiencies, but what happens when the goal itself is the cost out.
The PMO is making something of a resurgence in many organisations, as change and shifting workforce demands are challenging their ability to keep an eye on the trajectories of costs, benefits, and ROI.
Some initiatives are just big and complex - when does it make sense to set up a program PMO, what should they be doing and how much value can it really add?