I want to open up and acknowledge that behind every polished LinkedIn post or well-run project meeting, there are stories that often go unseen.
In a well-planned project there will be scheduled milestones and regular formal reviews, which allow those involved to assess progress, discover new risks and identify issues that might require a change to the project, such as: Inadequate business requirements New information coming to light External changes in the market Changes in organisational strategy New technology becoming available New regulations being imposed As are result it may be necessary to change the project scope or requirements.
It’s no good waiting around for things to go back to normal – it’s time to review how you hire and embed staff, and review performance.
Recently, there has been a lot of interest in the potential of large pre-trained language models, such as OpenAI's GPT, to transform the field of project management.
If we combine the best of humans and algorithms, we can reach new levels of project delivery performance, writes James Lea Today is a busy day.
Second guest blog in the 'top tip for project management series' by Paul Naybour, Business Development Director of Parallel Project Training.
There is a perception in some quarters that resource management is either what you do in SAP or is what line managers do in Excel to keep track of what their folks are up to – that it is either ‘local’ or ‘macro’ – but the two perspectives are too difficult to join together.
At 35 I was a TV reporter.
The statistics of project success haven’t really moved for decades.
Project sponsorship is a tough gig.