In the world of organizations, all work can be divided into two categories: you are either running the business or you are changing the business. If you are changing the business, you are managing projects. This article explains why.
For most organizations today, strategic planning has a bad rap. In today’s world, strategy is viewed as being essential while strategic planning is seen as dispensable. This is a dangerous perception to take, and one that should arguably change. This article makes the case for why.
The capacity for effective organizational change shares many attributes with common sense: a feeling that it is all too uncommon, and lacking in widespread, rational logic. We feel that change should be easier, and yet it isn’t. This article explores why.
In many—if not most—cases, the management team that ultimately has the greatest difficulty in coming to terms with the nature of the change is frequently the same management team sponsoring the effort in the first place. While certainly paradoxical, it also creates significant barriers to successfully implementing projects. This article explores how to change that.
Project scheduling tools don’t do project management. Yet we still look on tools as the solution to solving our project management problems. This article explores why that isn’t a good idea.
Companies are created, structured and run primarily to deliver operational products and services. Projects, however, are still critical to these organizations success – in creating, enhancing, replacing and retiring products and services in response to competitive and market demands. This article explores how these functions can effectively co-exist.