The need for project managers has never been greater. As projects get larger and more complex it is imperative that projects and programmes are overseen by appropriately qualified and experienced people. Today there are different types of role that are essentially types of project manager. My blog here applies to all of them so no matter if your title is project manager or scrum master, or if you are using agile, waterfall, lean, six sigma, Kanban or one of the myriad of project methodologies available to modern project managers these principles still apply.
For many organisations, February will be lining up to be a busy month. Annual budgets that were approved in December or January are now starting to become available, so what should CIOs and Heads of Change be looking at to make sure that new projects are getting started as quickly as possible?
In this blog posting Fifth Step Project Manager Naimisha Nayee outlines her view why face to face meetings can ensure greater engagement, clarify meaning and drive participation
Change management is well recognised by most organisations as something that they need to do. A recent survey by audit firm KPMG outlines the challenges facing businesses and how some are able to step up whilst others are still struggling to do so, a fact that is slowing business agility and reducing the effectiveness of business change.
The recent CIO Survey 2016 published by Harvey Nash & KPMG has described how the role of the CIO is changing for the better. Yet with more CIOs becoming board members, the impact of projects failing on their watch has never been more of a risk.
It is fairly safe to say that we live in interesting times. More than that, we live in rapidly changing times. All Change Management professionals and Project Management Office teams are asking themselves the same questions. How can we keep pace with rapid business transformation, tectonic shifts in the economic and finance environment (starting in the UK post Brexit) and almost bewildering societal change? These questions all came up at a recent breakfast seminar I led where our panel of change management experts and audience of insurance sector participants discussed the complexities of solving tame, crisis and wicked problems and the VUCA (Volatility, Uncertainty, Complexity and Ambiguity) approach for general conditions and solutions.