By Dr. Harold Kerzner
Most project management courses discuss project success and failure in technical and business terms. However, there is a third component that is often not discussed, namely organizational behavior success and failure.
By Rubin Jen
In a recent ProjectManagement.com article, a well-known industry practitioner posed the statement:
“PMOs struggle to deliver value and are often not clear about what that value should be. They are frequently started…
By Max Langosco
Project management is being applied to contexts where the outcome is both ever more important and uncertain. Consider, for example, the adoption of project management to deliver strategic corporate objectives…
By Dr. Al Zeitoun
A program is generally defined as a grouping of projects that can be managed consecutively or concurrently; or a combination of both. Most programs, because of their strategic nature and impact on the success of the organization, are much longer in duration and are susceptible to more challenges, risks, and a possible negative impact on the business.
By Dr. Harold Kerzner
In 2020, hundreds of thousands of people across the globe were affected by the COVID-19 pandemic. Public sector, private sector, and government leaders across all businesses had to respond quickly to the effects of the crisis, often with very little time to prepare.
By Dr. Harold Kerzner
The intent is not to enter into the debate of whether or not Agile and Scrum are outgrowths of project management, but to show some of the similarities that between them that have increased their rate of success.
By Roy Schilling
Being tired of missed deadlines and disappointed customers, I wanted a better way to deliver – faster, better, cheaper. I had been reading about Agile and how it had helped organizations with exactly what I was looking to solve.
By Dr. Harold Kerzner
The biggest question I have in mind is how to predict and translate behavioral nature of the Kerzner Project Management Maturity Model quantitatively.
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