Describing scheduling, earned value and financial management as ‘project controls’ is, I would suggest, dangerous! Project controls is a communications process, argues Lynda Bourne.
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Managing a project remotely can seem like an intimidating and overwhelming task, but it doesn’t have to be. Virtual project management can result in lower business costs, access to a wider pool of talent, and increased flexibility for everyone involved, writes Megan Webb-Morgan.
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If you are a project contractor, there is a possibility that you will spend at least some of your time working in isolation. SANE Australia and Entity Solutions warns that too much independence can affect your health.
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It sounds like the title of a great movie, but it’s a battle that is played out every day in every organisation that runs projects. I read something this week that inspired me to write about this battle and what you can do if you are in the midst of it.
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Much of we call ‘project controls’ is actually a process of communication that we can use to influence the direction of our project, writes Dr Lynda Bourne. How did we manage to confuse communication with control?
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The starting point in any effective communication is developing a clear picture of what it is you want the communication to achieve. Lynda Bourne, on what makes project communication more mindful.
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When it comes to winning hearts and minds to an idea, most leaders and communicators are not even playing on the right field. Does your project deserve better communication? Here’s how to attain buy-in, writes Geoff Kelly.
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Without the right communication, the best project plan will go nowhere. Alison Wines argues that an understood objective is far more likely to become a supported objective, ensuring project managers gain critical buy-in.
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Eliminating ‘Us and Them’: Making IT and the Business One by Steve Romero is a solid treatment on the effective governance of IT. This book is excellent for diagnosing governance health in IT and would be a terrific primer for those moving into executive roles with a governance accountability for IT, writes reviewer Ian Sharpe.
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Everyone in business today is buried under an avalanche of data; adding routine reports to the data mountain may no longer be useful. Lynda Bourne asks, is it time to bury traditional project reports?
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