Addressing the legacy of generation “W” (wise), part 2

This blog article is part of series of interviews of persons that have shaped the life of International Project Management Association during the past 50 years. Interview with Mr. Klaus Pannenbäcker, Honorary Fellow of IPMA, former IPMA President and former President of the Gesellschaft fuer Project Management, the German member association of IPMA , Nürnberg […]

Addressing the legacy of generation “W” (wise)

This blog article is part of a series of interviews with persons that have shaped the life of the International Project Management Association during the past 50 years. Interview with Dr Morten Fangel, Honorary Fellow of IPMA, former IPMA President and former President of the Danish Project Management Association, Copenhagen 20.07.2019 (by Amin Saidoun) How […]

Fast-food content of social media: How to transform it from fashionable to functional?

Social media is driving new norms of living and language. The use of terms in social media conversations such as ‘IDK, ‘SMHID’, ‘DMOT’ ‘IMHO’ and ‘YOLO’ (just to mention a few) may make the conversation sound like a short messaging exchange from a scene in a blockbuster movie thriller, but it is not. These just […]

Project Leadership: The game changer in large scale complex projects

A new report on Project Leadership, published by the International Centre for Complex Project Management (ICCPM) and the John Grill Centre for Project Leadership at the University of Sydney, emphasises the fact that “the game changer in large scale complex projects is the leaders’ ability to see projects not just as assets or systems but […]

Liquid times, liquid organisations and liquid life pursuits

Recently, I came across Zygmunt Bauman´s brilliant writings on liquid modernity, for example in “Liquid Times – Living in an Age of Uncertainty”. In this book he describes how the change from »solid« to »liquid« modernity has created a pretty new and unprecedented setting for individuals, organisations and society with a series of challenges never […]

Project management change path 2020 to 2025

Smart phones dependent lives, thinking machines replacing humans at the workplaces, social media-based societies and fast-paced technological penetration in day-to-day living are just the tip of the iceberg examples of irreversible changes that human civilization is going through currently.  These changes are redefining behaviors and professional norms. Like other professions, project management needs to respond […]

Self-organisation – a new paradigm for project-oriented work (2)

This is the second of a series of blogposts on self-organisation in the context of projects. The topic was discussed in depth last weekend in a think tank on “rethinking projects”, which will prepare the topic fundamentally and then discuss it in greater detail at the IPMA research conference in autumn 2020. This time I […]

Do we need to consider a »Theory Z« for millennials?

In 1960, Douglas McGregor published his famous book “The Human Side of Enterprise”, which had a significant impact on the way we see organisations, management and human engagement in enterprises. In this book, Douglas McGregor identified an approach of creating environments within which employees are motivated via authoritative direction and control or integration and self-control, […]

ADKAR® – How to successfully implement change

I am currently preparing for the Prosci Practitioner Qualification and Certification, which includes reading the book “ADKAR: a model for change in business, government and our community“. The model is easy to understand, it explains how change can be implemented successfully and guides the way for people engaged in change projects. ADKAR is a goal-oriented […]

Helping emerging strategies change the organisation

In most of the literature on project, programme and portfolio management it is stated that strategies should be “broken down” into projects and programs through portfolio management, ensuring that the strategic objectives set by the top management are achieved. However, this presupposes that managers at the top of the organisation know exactly what will happen […]