Project management is the process of leading the work of a team to achieve all project goals within the given constraints. This information is usually described in project documentation, created at the beginning of the development process. The primary constraints are scope, time, and budget.
McKinsey and Company means that CEOs and senior executives can employ proven techniques to create top-team performance – and moreover, that this topic’s importance is not about to diminish as digital technology reshapes the notion of the workplace and how work gets done. On the contrary, the leadership role becomes increasingly demanding as more work is conducted…
I’ve worked for some great companies, including four Fortune 500 corporations. Along the way I met outstanding management teams. However, one team stood out in my mind above all others, the Emerson Electric, (RIDGID) Sales and Marketing Management Team, they are the prime example in my career of a company who lived their parent company’s…
ByHBR.org
In an era where we’re constantly bombarded with an overload of information, we as individuals tend to put a lot into setting a multitude of prioritized goals and dividing our focal points. And this strategy is certainly no different in the world of today’s corporations. However, according to HBR, speed and flexibility – as opposed…
There are all manner of problems (being an optimist, I rather use the term “challenge”) that we face each and every day. Most of these challenges are simple enough: what’s for dinner this eve; is there traffic on the highway that is going to impede my progress; do I have any clean underwear, and so…
Welcome to Episode 10, a special podcast from the Outliers Inn. Topic: Wicked, messy, social, complex, tough human problems. No, it’s not the aftermath of the Outliers Inn summer party – it’s a hostly episode with Joe and Benjamin interviewing each other about the difference between complex and merely complicated organisational and human problems. With no guests…
Projects are critical to develop new capabilities, transform existing processes, or implement new technologies, and many companies are investing significant resources in project planning and execution. In many cases, a formal programme management office is charged with overseeing the projects, but the actual return on this investment is less than it could be. In almost every case, the causes of sub-par results are the result of poor decisions. The following list highlights the most preventable failure modes and what can be done to prevent them:
