In part II of the short series looking at different contributors to complexity in projects and how it impacts and is impacted by virtual teams considers the social interaction and social complexity aspect, including the impact of communications, respect, commitment, contract types and procedures. This article and podcast follow on from the previous one which looked at forms of structural complexity and virtual teams.
I am really happy to announce that from November this year Ulfire will be delivering the Responding to Organisational Complexity course developed by ICCPM on their behalf in Western Australia and eventually also in the Northern Territory. The course is a unique offering that addresses a gap in knowledge between undergraduate and post graduate training around complexity. The first Perth course starts on 6th November 2017.
As part of the short series looking at complexity in project virtual teams we are looking at structural complexity, how it is defined, what makes a project structurally complex and how that structural complexity contributes to or is influenced by having project virtual teams as part of the project make up.
This post is for a podcast interview with Deb Hein the CEO of the International Centre of Complex Project Management (ICCPM) where we discuss the current state of complexity in projects.
Complex projects seem to be appearing everywhere, or at least everyone seems to think they are. This is an introductory article to the role virtual teams play in complex projects, it sets out some of the challenges in differentiating between truly complex project and those that are really just large or at best complicated.
This is the first of a series of articles that will dig into more of the detail of where virtual teams contribute to the complexity of many modern projects and help to establish a better understanding of where complexity sits in the world of modern project management.
Projects are becoming increasingly complicated, they have more stakeholders, they are bigger and they are generally getting harder to complete. Lost in all the growth and complication is the need to address the increasing communications complications, as the teams and challenges have grown so has the need to establish an understanding of their communications needs.
This article discusses some of the challenges and suggests a need for the leaders of the projects to become more inclusive and open in the tools and techniques they use and make available to their teams.
Showing gratitude to your staff and colleagues through a simple, quick email reply with a thanks or a thank you can mean the difference between a grateful and engaged workforce and one that feels they are only there to serve your every need. Taking a few second to acknowledge someone’s work is a quick, simple and meaningful way to help to keep your team motivated.
National Energy Resources Australia (NERA) has this last week released its sector competitiveness plan looking at the opportunities and challenges facing the Australian energy resources sector. The plan is extensive and far reaching and is well worth reading if you are involved in the sector either as an active participant or as an observer.
Understanding why your project is adopting an international execution strategy is an important step in planning your project. There are a number of reasons modern project may or may not go international, they will all have a large influence on the way the project is run and its potential risk profile.
This article considers five of the major reasons that will influence the decision.
Technology and costs are rapidly changing the way future projects will be approached. Those running these new projects will need new skills and techniques to be successful. It will no longer be a case of being able to simply being able to deliver technical work, team members will need to be exceptional communicators and understand how to work in increasingly complex and harder to predict environments.