‘I’m tired of the moral ambiguity of what we’re doing.’ This is a direct quote from a research colleague during a recent conference call.
‘I’m tired of the moral ambiguity of what we’re doing.’ This is a direct quote from a research colleague during a recent conference call.
Last year’s National Workshop Series provided many insights into both the ‘human factor’ topics and the value of the series itself.
As a North American and native English speaker, I have a certain devotion to the New York Times.
I’ve had many conversations about DNRG in the last 2 years with each one challenging me to better articulate the vision I have for this developing organization. It was a recent conversation, though, that really brought an important focus.
As a native English speaker, I am quite partial to metaphors. Friends and colleagues are quite entertained [read: tolerant] of my references to rails or nuts or going crazy.
The very first time I saw a reference to ‘women in project management’ was at the PMI Global Congress in Toronto, 2005. I was walking through the exhibition hall with Janice Thomas and saw a booth for the associated SIG.
‘The profession should concentrate on the substance. The modeling task can be delegated to specialists.’
There are factors that support a project management capability that are undeniable, immeasurable, and dynamic. DNRG is committed to working with project managers to identify, explore and operationalize them.
A few years ago I interviewed the Director of IT at a major Canadian university as part of my doctoral work. I was conducting research to understand the maturity of their project management capability and he was a central figure, making his perspective (and the data he could provide) invaluable.
The Netherlands offers a unique environment for catalyzing world-class project management research, enabling researchers to make a lasting and sustained contribution to the world’s project management community.