Who sets the tone for culture on your project? Culture may feel like something that should be handled by HR or senior leadership (or even the collaboration team) – somewhere else, by someone else.
When I look back on the moments where I have led teams through tight deadlines, big changes or unexpected disruptions, I often realise that the most successful days had the same feeling as being inside a piece of music.
Project managers around the world are under growing pressure to deliver faster, smarter, and with greater certainty.
The higher up you go in project management, the greater the complexity you deal with, but is the trick to achieving success to make things simple? Apple’s Steve Jobs once told Business Week that “simple can be harder than complex.
Understanding data isn’t just about looking at the numbers — it’s about understanding the story behind them.
It’s hard to resist making New Year’s resolutions.
Benefits management has long been positioned as a cornerstone of successful project, programme and portfolio delivery.
When was the last time we paused to think about the invisible forces shaping our project decisions, especially those involving people.
After nearly seven years in project management, I realised I’d hit that moment.
An open and transparent culture of project execution – ensuring that information flows in real time, decisions are shared and everyone moves forward with clarity and confidence – is critical to project success.