As companies adopt more digital and remote workforces, having the right LMS on your side can be a game-changer—not just for training, but for supporting employees through change, like rolling out new software, processes or tools.

When organisations are seeking the best path to success, navigating complexity in their internal management and operations and external supply chain and markets can’t be avoided. In this article, I discuss the steps needed to stand up a project management framework that drives value and success

For organisations to keep doing things the same way as the world evolves at an ever-faster pace is a value proposition that no C-suite leader could possibly sell to their board and shareholders. This is perhaps, even more, the case when it comes to technology.

When information is stored across multiple spreadsheets, or even in hard copy on white boards and post-it notes, it’s just too hard to collect and compile all these inputs, let alone make operational decisions from the data. Here are three important insights that can help organisations to understand their project data with the ultimate aim of delivering value.

When projects are at risk from delays and budget blow-outs, the contract should be the constant that brings things back under control. Why, then, is there so much focus on getting the contract right during procurement but limited support following through on milestones, deliverables, and commercial performance measures during execution?

Modern project management tools and methodologies have existed for more than a century. But in the last five years we’ve seen a leap forward in the evolution of these capabilities, giving more and more organisations access to solutions for securing better project outcomes. With the growing popularity of Project Management Platforms (PPMs), and the Project Management Offices (PMOs) who support them, we’re now in a golden age for project management technology and practice.

Projects have faced major disruption from the COVID pandemic. The long-term impact of how organisations have reacted to a rationing of project resources has yet to be seen, but as project budget expiry dates draw closer, how do organisations best determine those worth reviving?