Understanding probability versus possibility and distinguishing causation from correlation is crucial for effective risk management in high-stakes project decision-making.
Imagine a unified workforce management solution that connects, enables, and engages your frontline staff.
The PMO is having to evolve to meet the challenges of what has been referred to as a year of "wait and see", echoing the uncertainty of a global community at crossroads.
With the change and pressures facing the workforce, resilience has been a frequent topic amongst the leadership. But how much of an individual’s ability to be resilient can be attributed to the group in which they belong? Let’s explore.
There is often a divide between where impact is felt when organisations start to transform. For staff at the frontline, it’s crucial to get the communication right from the get-go and the messages might not be what you think.
Almost every organisation is bound to encounter a project that did not go to plan. The question when that happens is “how can the project be recovered?”
When is a transformation a transformation? For executive leaders looking to drive meaningful change, it’s crucial to recognise the difference between technology projects and technology-enabled transformation.
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.