Featured Articles

3 limitations of PMBOK and how to overcome them

PMBOK is one of the world’s most popular project management approaches but it still has its limitations, writes J Jameson. Here are three issues and how to overcome them.

January 19, 2022

Project skills shortage a catalyst for digitisation and collaboration

Skills shortages in construction projects have become a catalyst for innovative ways of doing things, from digitisation of the sector to new forms of collaboration, writes Rob Bryant.

January 17, 2022

Can project managers succeed at complexity?

The hardest projects used to be about leading-edge engineering in harsh conditions. These days the complexity comes from, among other things, the diversity of stakeholders and the chance of decisions being revisited, writes Kieran Duck.

October 18, 2021

Managing the hybrid workplace

The remote office, and with it, the hybrid office, have created new opportunities and challenges. Here is Nina Fountain of Transformed Teams on how to navigate them.

September 23, 2021

A project manager’s guide to digital transformation

Emerging technologies have propelled digital transformation in business, however, the project management required is still nascent. This guide by Mahendra Gupta gives an overview of the skills needed to work with new technology.

September 2, 2021

The increasing need for project managers in the legal sector

The demand for project managers in the legal industry has surged. Dee Tamlin explains what is required as a legal project manager.

August 25, 2021

BIM and the modern project manager

Building information modelling (BIM) has the potential to transform project management, given that it brings never-before-seen efficiency. Here is Anna Liza Montenegro on how it will affect the modern project manager.

August 11, 2021

Managing infrastructure projects of the future

With major infrastructure spending comes the need to manage the benefits post-project. David Jenkins argues that a commitment of this size needs to be matched by an investment in the training of the professionals who will bring these projects to reality, and safely.

August 5, 2021

Why technology is the path to project recovery

While COVID-19 restrictions have caused construction project delays, they have also accelerated digital transformation. Rob Bryant of InEight discusses how technology can be the solution to project recovery.

September 27, 2021
Latest Posts

Creating a Culture of Engagement and Accountability—Tom Rose

Creating a Culture of Engagement and Accountability
Executives and their leadership teams do three big things. They build a strategic vision, they mobilise an organisation to execute that vision, and they guide an organisation through and around implementation challenges that occur in making that vision a reality. In pursuing this threefold agenda, leaders actively cultivate a context that both engages others and promotes their accountability—this includes junior colleagues, peers, and senior colleagues.

To address today’s pressing challenges most leaders and their executive teams have crafted strategic visions for how to win the hearts and minds of customers and secure profitable growth. While many have confidence in the vision, they have much less in its execution. Many executives worry that their organisations will not successfully execute the plans needed to make the strategic vision a reality. They foresee implementation challenges.

People will have to do new things or familiar things differently. They will also need to drive results within tight timelines and budgets while negotiating the challenges of working with global and often remote teams.

Author: Tom Rose
Review status: N/A

December 19, 2014