There’s a saying that no battle plan survives the first encounter with the enemy and in the parlance of projects. However, knowing how to effectively initiate projects is one of the critical elements to enabling a team to adapt along the way
The pressure is on for most organisations to speed up delivery and achieve results in a shorter timeframe, focusing project professionals on the tasks and tackling deliverables. However, running faster can increase risk and one of the keys to mitigating that risk is understanding how to buy time.
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.