Seizing Opportunity: Enabling Agility in Delivery
In sport we hear about ‘defensive structure’ and ‘offensive agility’: Can you utilise and leverage both at the same time to seize unexpected opportunities in project delivery?
In sport we hear about ‘defensive structure’ and ‘offensive agility’: Can you utilise and leverage both at the same time to seize unexpected opportunities in project delivery?
As the gig economy flourishes, it continues to drive change in how work is completed and the ways in which workers and companies interact, and it has far-reaching implications for employers.
In a project environment that is adapting to changes in how we lead, resource, and deliver projects, all too often, optimism outflanks pragmatism in successful project delivery.
What happens when organisations favour good news over bad? Can we take the ‘good’ or ‘bad’ out and really state it like it is?
Technology has shifted the balance in how workforces are designed, employed, and engaged. We are already seeing the impact for workers, but what about organisations?
Is it possible to embed assurance in an agile way so that it is possible to manage up without stifling a project's innovation or delivery?
High profile projects attract a high level of scrutiny and this major Sydney infrastructure project is no exception.
As artificial intelligence continues to evolve and permeate the project world, it’s a reasonable to ask the question whether AI will replace the project professionals?
When you’ve worked in project management for as long as we have, it still confounds us that organisations are not embracing assurance as a cornerstone to good project outcomes.
When is an independent report really ‘independent’?