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New business modelling tools provide the means to capture the concepts and relationships and share them without imposing an unnecessary burden on the project, writes Andrew Warner, this way you can see the project management tree in the forest.
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Connection between work and organisational strategy is critical part of building employee engagement. Elissa Farrow says there’s a lot you can do to build engagement in day-to-day activities.
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John Grill, recently retired chief executive of international engineering and project services company WorleyParsons, has donated $20 million to the University of Sydney for a project management initiative: the John Grill Centre for Project Leadership.
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The Australian Institute of Project Management has honoured medical insurance newcomer Bupa Australia as the Project of the Year for its change program.
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There are crucial disconnects between our process purpose—what our customers want and what our business needs—and the reports that purport to represent process performance. Robert Lamb provides 10 essential questions you should ask of your project processes.
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Permanent employees sometimes look with envy at the freedom of project contractors. To others, it is an absence of job security. So where does the truth lie? Matthew Franceschini of Entity Solutions explains how downsides can sometimes be upsides.
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The purpose of undertaking a business change activity is to create value, but meeting the challenge of entrenched culture requires effective leadership, writes Lynda Bourne. Why is the process so difficult?
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Planet Plumbing formerly used MYOB and spreadsheets to manage projects, accounts and project estimating but then found Jobpac worked better for a project-based business. Anthony Alafaci of Planet Plumbing tells us how he uses it.
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ESI International’s Ravi Sahi delves into best practice business transformation for government projects using a portfolio approach and key enterprise architecture.
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Governments and businesses can reduce the cost of their infrastructure investments by more than $5 trillion by 2030 if they improve how they manage the risks inherent in large projects, according to a new report by global management consultancy Oliver Wyman.
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