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Executive Report
Interviews
Conversations on Project Management
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Road to Recovery
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Projects@Work
(December 15)
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When projects get into trouble, reducing requirements or increasing resources often doesn’t make any difference. That’s because it also takes “emotional energy” to get a struggling project back on track, and it can’t be generated unless the team finds a compelling purpose to rally behind, according to project veteran Michael Aucoin.
[more]
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Performance Review 2.0
- by
Projects@Work
(November 17)
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Wondering if it's time to scrap the performance review charade? Don't throw the proverbial baby out with the bath water just yet. Here are eight ways to overhaul your employee evaluation system — and transform your culture in the process.[more]
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The Knowledge Channel
- by
Richard Brunelli
(September 15)
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When organizations pay attention to the institutional infrastructure of learning, projects have a much better chance of succeeding, according to Blaize Horner Reich, author of an award-winning research paper on knowledge management in IT environments. Here, she shares some best practices, including the need to create ‘knowledge channels.’[more]
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The Six-Way Intersection
- by
Richard Brunelli
(March 6)
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The director of Stanford’s acclaimed project management program has co-authored a book that outlines a six-part model to help organizations align projects with strategy, culture and structure. Ray Levitt discusses some of the book’s key takeaways with Projects@Work.[more]
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Innovation Doesn’t Just Happen
- by
Karen Klein
(March 19)
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In business environments where success is dependent on innovation, project leadership requires flexibility, inquisitiveness and creativity. But it starts at the top, where senior executives must champion a culture unafraid of change, risk-taking and, yes, even the occasional mistake. Projects@Work interviews the CEO of the American Management Association.[more]
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The Versatile Leader
- by
Projects@Work
(September 25)
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The notion of versatility — the balanced use of strengths as appropriate — has major implications in the assessment and development of project leaders. The ideal goal is to use the right blend of complementary skills and attributes at the right times.[more]
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Taming Initiative Overload
- by
Projects@Work
(June 19)
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With companies awash in projects that lack strategic clarity, no wonder so many initiatives fail outright or drift aimlessly to a slow death. The antidote is a process to set priorities, and some organizational “muscle” to keep the important projects front and center.[more]
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Organizational DNA
- by
Projects@Work
(December 19)
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Some companies have healthy personalities like “resilient,” but most have unhealthy ones like “passive-aggressive” that can make things difficult for project leaders and teams. The developers of an Organizational DNA framework say that the cure starts with a diagnosis, and that individuals can make a difference in changing their company’s personality for the better.[more]
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Process Maturity Matters
- by
Aaron Smith
(August 15)
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An organizational project management study demonstrates the clearest link yet between improvements in project management capabilities and effective project delivery. But most organizations still have a long way to go in developing a consistent approach to managing all their projects.[more]
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Methodology Is Your Friend
- by
Projects@Work
(July 29)
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Most organizations still don't have good project methodologies, and if they do, project managers typically aren't following them, industry veteran Tom Mochal says.[more]
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Sponsored Announcements and Special Offers
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The Stanford Advanced PM Certificate Program provides professionals with advanced tools and techniques to strategically execute projects, programs, and portfolios. Learn more about 2.0 in action.
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