Bupa rebranding named Project of the Year

The Australian Institute of Project Management has honoured medical insurance newcomer Bupa Australia as the Project of the Year for its change program.

The synergy between Agile and program management

Projects are traditionally used to manage change in an ordered way but the need for more responsive forms for managing change has given rise to disciplines like Agile management and program management, writes Michel Thiry, and the two have synergy.

Creating buy-in to develop innovation

In many organisations there are people that simply object to everything and resist change at every turn so how can we best implement innovation or value adding changes? Innovation expert Roger La Salle provides some advice on how to create buy-in in resistant environments.

Dealing with cultural challenges in change management

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?

6 change questions for IT project managers

Armed with savvy change agents, smart organisations leverage their project managers’ skills to manage the inevitable shifts in the business landscape. IT change agents need to call on their other essential business skills: business savvy, communications, critical thinking, financial know-how and even coaching and mentoring.

When your project suffers from Requirements Syndrome

Until now, IT project failure was bordering on the proverbial for reasons project managers could never quite pin down. David Guazzarotto introduces the signature effects of Requirements Syndrome, and shows how you can diagnose and treat it before it’s too late.

Don’t wait to embed change

There’s a fatal flaw in most project management methodologies: change management activities happen way too late to be effective, writes Catherine Smithson.

“Engagement is needed right from the start of the change, to ensure change is driven by executives and managers.”

Change management on the double

More experienced practitioners know the people-process-technology approach to change has left holes and not delivered effective change at times. Jed Simms proposes a different kind of change management triangle.