Vol. 43 Nbr. 3, September - September 2014
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- The difference between success and failure is effective project management.
- Mission-critical competencies.
- Unleashing the power of talent analytics in federal government.
- Four actions to better integrate performance with budget.
- Regrets about open data? Only that we didn't start sooner.
- Been there, done that: overcoming 'check-the-box' training syndrome.
- What managers can learn from team sports.
- Project and program management come into their own.
- Program managers in federal service: why they matter.
- Government project management offices struggle to prove their value.
- The cost of underperforming--driving government to success.
- Project management challenges in government.
- Project success: the basis of the five immutable principles.
- If communication is common sense, why isn't it more common?
- Closing the project management skills gap in the federal government.
- Unlocking the potential of federal project and program managers.
- Practical approaches for implementing successful collaborative groups.
- To partner or not to partner, that is a public manager question.
- Management vs. leadership in the public sector.
- Managing information in the age of digital chaos.
- Effective engagement strategies for an increasingly dispersed workforce.
- Partnerships for the public good.
- GovGirl assists governments in going social.
- Act like a director.