Projects that don’t gain traction right out of the gate typically have a few warning signs. A false start can be a setback for a project, but it can also be an opportunity to re-evaluate and make necessary adjustments to get back on track.
With decades of experience leading projects, programs and PMOs, we know a good project manager when we meet one – and what sets a great PM apart usually isn’t something they learn from a textbook.
It’s no secret that the pace of change is climbing at a rapid rate. During disruptive and uncertain times the need for rapid, successful delivery is placing unprecedented demands on organisations, their leaders and the people that make it happen
Is your PMO ready to fire in 2023? This is a must read for organisations ramping up project investment and transforming or have big expectations for where they will land in 2023.
As leaders look once again to the PMO to provide guardrails and support in project delivery, it’s valuable to acknowledge that each organisation is different and will organise differently – and that the PMO can adapt.
Cybersecurity is a hot-button issue for many in the C-suite following recent high-profile data breaches, but the conversation about data security needs to shift from 'if we are hacked' to 'when we are hacked'.
As cybersecurity incidents increase in frequency and severity, organisations can limit the damage by ensuring that hygiene projects remain on the executive agenda.
There are many reasons that technical legacy occurs and there are ample risks that can be resolved with application archiving and prioritising technical hygiene projects.
Whenever we introduce change, we introduce risk. However, whilst most transformation risk registers document the activity risks, few consider the planned benefits risk that may arise from the change itself.
How can leaders assess how capable or willing their teams are to embrace change? Having buy-in on the ‘why’ of change can often be challenged by teams' readiness – and willingness – to adapt.