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Business transformation for government projects

ESI International’s Ravi Sahi delves into best practice business transformation for government projects using a portfolio approach and key enterprise architecture.

Project management and modern warfare

Project management as a discipline may have had its origins in war. Certainly, its early development occurred during World War II, fast-tracking General Macarthur’s island hopping advance towards The Philippines.

Project management’s fatal flaw

When NASA projects failed, they failed in the most public and tragic way possible. But one man turned NASA’s fatal flaw into a career diagnosing dysfunctional project teams and turning them into low risk, high performing ones.

Developing sustainable project teams

The current environment is challenging. Enough said. But no business can afford to simply stop running projects and wait for the storm to pass. On the contrary, businesses can prosper if they select the right projects and have sufficient visibility on the capability alignment of their project delivery teams.

The tipping point of project failure

Delivering on ‘the promise’ to meet client and stakeholder expectations requires project organisations that are capable of accomplishing the work!

Mosaic Project’s Pat Weaver on avoiding the tipping point between complexity and chaos.

The cost of bad project management

Projects often fail because organisations put more emphasis on rational factors than on employees’ psychological engagement—and the cost to organisations is enormous.

Stakeholders and project complexity

The greatest challenge facing project management in the 21st century is managing the shift from the ‘command and control’ paradigm based in the theories of scientific management developed in the early 20th century to a recognition of the inherent uncertainty and complexity involved in managing every project, in particular projects focused on the outputs of knowledge workers such as ICT and business change projects.

7 project management mistakes CIOs make

CIOs spend much of their time identifying the right strategies for IT implementations, which invariably morph into projects and programs. A company’s ability to implement or execute these efforts, which are often large and quite visible, is what distinguishes success from failure.

The 40-40-20 rule for project governance

Jed Simms reconfigures how we should think about education and project governance:

“Executives know all they need to know—at least they think—to convey the impression that they know all they need to know. But, when it comes to projects and project governance this model falls down.”