When our long term customer the Government of New Brunswick (GNB) produced a white paper on their implementation of our project management software it held a surprise.
Whenever I used to hear legacies I used to think of Victorian novels with gifts, endowments or inheritances being misplaced or misunderstood.
Project management has traditionally been the preserve of the construction and heavy engineering industries.
Organisations that fail to bridge the gap between strategy design and value delivery are wasting eye-watering amounts of money on poor project performance.
Project management is a profession that many people are interested in but they don’t even know.
When I first considered transitioning into project management, it was both an exciting and daunting prospect — like any career change, but even more so given the technical nature of the field.
As leaders we are told that to survive, we must now be: entrepreneurial, agile, lean, failing fast, digital by default and expecting to be disrupted.
One of the beauties of project management is that, over time, seasoned professionals start to see patterns and rhythms occurring in projects that, on the face of it, don’t resemble one another.
Picture the scene.
Every new technology that comes along is first shaped by the work of one generation of human beings, before going on in turn to shape the work and lives of subsequent generations.