Intermediate

Global teams and project tribes

Managing or working on international projects can be seen as glamorous and a great addition to your résumé, but how are they different to other projects? An examination of the multicultural aspects of global projects.

Project risks—the good, the bad, the ugly

Project risk is unavoidable, but how do you prepare for it? Knowing all the possible risks is one step towards knowing what to do when risk becomes reality.

4½ Key Steps to Project Success

Project success. We all recognise it when we see it, but what constitutes a successful project and how can this success be replicated in the future?

Project IPv6: preparing for the new internet

Named World IPv6 Day, June 8 is an awareness day to acknowledge the trillions of new IP addresses now available after the previous version—IPv4—began to show its limitations.

Decision-making for project managers

Indecision can happen to anyone, and often occurs when you least expect it. The pause that takes place when you are in the midst of making any important (or not so important) decision is like a comma in your life, separating one idea from the next, and one task from another.

A project management paradigm shift

A fatal assumption prevails that only an individual who understands the technical aspects of a particular discipline can successfully run a project delivering that technical work.

Not enough project managers

Australia is booming with the sound of projects, but do we have enough project managers to run them? Michael Young contemplates a forthcoming shortage.

Resource management for programs

Is resource management the greatest challenge in multi-project environments? Effective resource management continues to be a challenge for many programs, with availability being the number one resource selection criteria.

Managing stakeholders in infrastructure projects

Not so long ago, stakeholder management was merely about dealing with various parties’ issues as they arose. There was a vague understanding of the people involved and if a problem occurred, the project manager would cross that bridge when the time came.

Lately, stakeholder management has become more sophisticated, taking up a greater amount of time and effort up front. Recognising that people are the project is the first step towards stakeholder engagement. Beyond that, it’s a way to ensure that issues are heard at the beginning so that they can be addressed in the project plan and realised as a benefit upon closure.