Many project managers attribute going over-budget to changes, but never fear, you can still deliver a successful project without compromising many resources. David Grover suggests six courses of action to rein in your spend.
Practical ethics suggests that to counteract the forces for poor ethical standards there needs to be a stronger force for high ethical standards. Pat Weaver fights a slow-burning issue in the building industry.
Most people’s first reaction to the idea that a risk can have 100% probability is to disagree. After all ‘uncertainty’ is a key part of the definition of risk, and 100% probability means ‘certain’. Risk Doctor David Hillson argues otherwise.
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.
A successful change culture depends on the leadership team signalling their commitment to change, writes Ivan Seselj. Not only does this set the vision for what the business is trying to achieve, it empowers key change agents.
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.