How big do stakeholders get? I was personally pleased when I recently worked with a major multi-national organisation that puts sustainability right at the heart of everything it does – including new projects and programmes.
When it comes to managing change programmes, we all know that people need to be 100% bought in and convinced of what we’re asking them to do before they will take action.
The APM vision of a world where all projects succeed is a simple statement.
There are two debates going around the project management discussion sites at the moment that I find frustrating.
This is the second in a monthly series of posts looking at the fundamentals of project management for anyone new to the profession or those considering entering it.
Virtual project collaboration occurs when employees and staff work together to complete a common goal while being geographically dispersed.
We walk a careful line between control and interference.
There have been endless debates about the meanings of strategy, tactics, operations and related strategy-words.
As a Knowledge Management (KM) practitioner, I am frequently frustrated by project managers who tell me that KM is all about writing things down in lessons learned databases.
As evidenced by the taming of fire, invention of stone then metal tools, up through the Pyramids of Giza through to todays Burj Khalifa and plans to send men and women to Mars, project management has been an inherent part of mankinds evolution.