Culture is the single most essential and fundamental ingredient to making organizational change work. And it is in the implementation of project management that we most often get this fact completely, utterly, desperately wrong.
I’m a Project Management Luddite. You Can Be One, Too.
What does it mean to be a project management Luddite? It means that you don’t specifically need a great deal of technology to manage projects well.
Transformation Can’t Be Forced, but You Can Give It a Nudge
We like to think that organizational change is a process that can be managed. In a perfect world, that’s exactly the way it would work. But the reality is that we don’t live in that world.
What Do Organizations Do in This Brave New World?
The forces that are driving changes in perceptions in projects, in process and in how we work in teams are real, significant and not going away any time soon. The pressure to deliver—and do so quickly—is continuing to ramp up. That has some fundamental implications for organizations, how they think about projects and how they think about project management.
Does the Next Generation Even Do Projects?
What did project management look like in 1998, and how has it evolved since? And what will it look like 20 years into the future? What do you see? What are the processes? How are we thinking about projects?
When Is a Program Not a Program?
Programs are strange beasts. We know they exist. We recognize they are complex. We acknowledge they take a different approach to manage successfully. And yet, what that different approach looks like is very often misunderstood.