Imagine you are in charge of a project with a decent team but some unruly stakeholders involved. How do you handle trial by stakeholder? Editor Adeline Teoh has a few basic tips.
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In all but the simplest of projects, there will be at least one element that will fall outside the control of the project manager, but leadership is not about maintaining this control, argues editor Adeline Teoh.
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Leaders need access to information and a degree of empathy from their peers and senior leadership to successfully fulfil their duties as change leaders, writes Elissa Farrow. Here’s how to support them.
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Elissa Farrow offers some practical strategies for leaders and change managers to ensure that those key to the change are suitably supported and focused on achieving the benefits required.
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Being busy makes you feel active, wanted, and productive, but being busy all the time makes you inattentive, fatigued and stressed, writes Adeline Teoh.
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Senior leaders are often taken for granted and expected to be more resilient than lower level managers and staff, without the same support mechanisms. Elissa Farrow believes this affects project success.
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The philosophy of the project world appears to be “If it’s broke, don’t fix it.” Poor project performance is to be expected and accepted. Jed Simms wants this to change.
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When you’re immersed in a project it’s easy to speak ‘project’ all the time. Sometimes it takes a layperson to remind you of what it all means, writes editor Adeline Teoh.
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If organisations are to improve their project results they need to move out of the Iron (Triangle) Age, warns Jed Simms. The Value Age is upon us.
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The project shuddered to a standstill. He’d made a million-dollar mistake. He offered his resignation. The project manager refused. Editor Adeline Teoh on how project mistakes should be handled.
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