The nature of modern work is always changing. It’s more global, more uncertain, more automated and more dependent on software. So for business leaders who want to leverage the power of strategic change, they need to investigate new trends and quantify their potential returns. We’ve scoured the market and uncovered three new trends in change
We are living in the new ‘virtual’ norm: virtual conferencing, virtual meetings, virtual happy hours. Even our children are virtual learning at the dining room table. Well before the current coronavirus pandemic, Australian employers were encouraging their teams to take a flexible approach to their work – for the benefit of staff wellbeing, as well
There’s a line in Yuval Noah Harari’s book Sapiens: A Brief History of Humankind that is more poignant today than ever: “In order to change an existing imagined order, we must first believe in an alternative imagined order.” Everywhere we look right now, the order of things is changing. Is that a challenging or even frightening realisation?
From voice activated devices to collision-avoidance in cars, there is artificial intelligence at work everywhere you look. The world we know is changing and we are all being challenged to adapt structures and working practices to the new realities. “AI” is making a major impact and transforming the field of project management which is helping
A core component of successful project management is the ability to manage uncertainty throughout the life of a project. Risk Management seeks to support decision-making through an informed understanding of risks and their likely impact. A risk (whether favourable or negative) is an uncertain event which, if it occurs, affects the achievement of project objectives. Consider the
The past few weeks have seen some rapid and unprecedented changes in the way we are living, travelling and working, and by all accounts we should expect that the worst is yet to come with this crisis likely to stretch out for many months. The outbreak of COVID-19 has caused many of us to question
Are you concentrating on ‘doing’ agile as opposed to ‘being’ agile? At the coalface, Agile practices, approaches, methods, tools and techniques are becoming standard for many organisations, but are you experiencing real business agility and adaptability? For an organisation, in any sector or environment, to survive and continue with a competitive edge, it is necessary
Does collaboration, trust and being change friendly come second nature to you? How about always being customer-focussed? These behaviours may be inherent in the nature of work for some but others in your organisation may have another mindset – at least some of the time. What are ‘agile’ behaviours? Key agile behaviours which typify the
SAFe is a framework for scaling Lean, Agile and DevOps across an enterprise, helping cross-functional teams collaborate more effectively. As you can imagine, the Scaled Agile Framework was always going to evolve and now Scaled Agile Framework 5.0 is here. It was originally referred to as the ‘Agile Enterprise Big Picture’ (Agile Software Requirements, Dean
Sydney, August 31, 2018 PM-Partners group, a specialist in the execution of projects, programs and transformations, today confirmed it has finalised an offer by OUTSOURCING Inc (OSI) to acquire the business effective September 3, 2018. The sale means PM-Partners group will become a specialist arm of a major global company with access to increased resources and customers.
