The gap between good and great can seem small but is often the most difficult to bridge. To what lengths should project managers go to achieve greatness in themselves and in their team? asks editor Adeline Teoh
Rather than being a ‘hero’ fighting to make your project a success, shifting to ‘Level 5 leadership’—blending extreme personal humility with intense professional will—allows you to be successful, writes Lynda Bourne.
Your Risk Register lists all the risks you’ve identified but Risk Doctor David Hillson believes you need a different concept to describe the overall risk exposure of a project, which is different from the individual risks that need to be managed.
Effective benefits realisation in the portfolios, programs and projects environment requires the establishment of clear business intentions and integration with current practices. Brian Franklin explains how to integrate outcome management.
Portfolio, program and project managers face a demanding transition from the iron triangle to an imperative to prove the business benefits used to justify priority and budget allocation. Brian Franklin on the issues that P3 managers face in this regard.