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Why do projects fail? Projects generally fail due to inadequacies in project definition, project structure, project communication and management competency. Darren Vaux looks at new approaches to mega projects and how to mitigate mega project failure.
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In her last post, editor Adeline Teoh asked whether your project team felt comfortable giving you feedback about the project (or your management style). This time she’ll ask if they’re just as comfortable trying new things in the name of innovation.
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It almost sounds too simple, but it is widely recognised that projects generally fail because of human behaviours, not technical issues. Graham Scott on how to build a high performance team.
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There are five particular personal characteristics that can make a person effective as a project manager: the need to be an extrovert, to display personal courage, to possess a measure of charisma, to have a ‘can do’ attitude and to be a good team worker, states PM Oracles. Do you agree?
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Interpersonal skills often get a bad rap as being ‘common sense’ or ‘fluffy’, with people giving more of their time and attention to develop their technical skills. Michelle LaBrosse has a case for why they shouldn’t be overlooked.
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Having the proper personnel is one of the most critical factors to successful implementation and integration of building information modelling (BIM). Paul Sancandi looks at the various roles.
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Organisational culture is enriched by a commitment to open communication, ethics and values and innovation. Elissa Farrow shows how these combined can lead to a culture of engagement.
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In this series, Elissa Farrow charts the importance of high engagement for your project team and how that engagement translates into project success down the line.
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There is a direct link between the organisation’s decision to make an investment in a selected project and the need for the organisation to adapt so it can make effective use of the deliverables. Dr Lynda Bourne says the key is for project managers and teams to learn to ‘advise upwards’ and manage their sponsors.
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It’s a malady that has the potential to infect any unsuspecting project manager and any project team. It can result in million-dollar mistakes, tantrums and broken families—but there are no special days to raise awareness of this affliction. What are you doing about burnout? asks editor Adeline Teoh.
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