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Improve Your Chances for a Successful Project - Critical Success Factors

Improve Your Chances for a Successful Project

By Harold Kerzner, Ph.D.   The Contemporary Issue: Managing Potential Failure One of the comments I make to senior managers during executive briefing sessions is as follows: “If all of your projects are completed successfully, you are probably not taking enough risk and not working on enough projects.” Walking the straight and narrow conservative path …

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Program Managers, Next Generation

Program Managers: The Next Gen Business Strategists

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 …

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When a Successful Project Isn't | Unmet Expectations

When a Successful Project Isn’t

By Steve Blais, PMP, PMI-PBA Project managers are well versed in the various constraints that are used to determine project success: cost (budget), time (duration) and scope. And, certainly, the constraints can be used to objectively assess the success of a project: We did everything we intended to do within the timeframe and budget allocated …

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7 Key Tips to Turn Your Enemy into Your Advocate: Working with 'Difficult' People

7 Key Tips to Turn Your Enemy into Your Advocate: Working with ‘Difficult’ People

By Susan Croft Most managers and administrators in today’s multicultural and diverse workplace must work with a variety of stakeholders: team members, colleagues, bosses, trustees, boards of directors, clients, customers, investors, partners, and others. This requires an ability to get on well with many different people – some of whom have very different behavioural and …

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