Apply ‘The Goldilocks Principle’, win more projects and increase back-log

2014 has been called the “Goldilocks Year” for professional service organizations (PSOs). Businesses saw incremental improvements that were not too high and not too low, but rather the steady level of growth required to ensure stability and success. According to the latest professional services benchmark report from SPI Research, these organizations make far more money on gradual and predictable growth than they do on big revenue swings brought on by mega-projects that cannot be repeated. “By applying ‘The Goldilocks Principle’ to professional services in the future… incremental growth, productivity and profit enhancements combine to deliver results that are ‘not too hot’, ‘not too cold’ but ‘just right!’”

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6 Steps to Making Your Business Smarter and Self-Driving

To keep your business on the fast track to success, you have to take the proper steps to be cutting edge and ahead of the competition.

When it comes to enterprise resource planning, or ERP, even the best-laid plans can only be executed properly with a modern system that “self-drives” and fully empowers people.  A self-driving ERP system supports six essential pillars to make your business smarter, sharper, more cohesive and, most of all, successful.

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Unit4’s Self-Driving ERP™ in Practice

Industry analyst, Mint Jutras, has published a report looking at the merits of Unit4’s self-driving ERP™. It says that it has the potential of being ground breaking. As well as providing a great overview of what we mean by self-driving ERP, it details some in-practice examples where services organizations can benefit every day from manual time and effort reductions, productivity gains and customer service improvements.

One example focuses on a professional services firm and gives a fascinating, real world look at how this approach to enterprise computing will pay dividends.

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3 Project Management Lessons From the Peloton – Key Elements Managers Should Take From the Tour de France

The Tour De France’s famous peloton–the large cluster formation cyclists form while racing–is not only a fantastic, chaotic sight but also a little-understood method to conserve energy. Made up of 200 riders from 22 teams, riders in the Tour de France’s peloton use this pack to draft off one another. The front rider endures the brutal wind and falls back after exerting their energy, thus preserving energy for key riders who are spared the wind and gain speed from drafting nearby racers.

Spectators can gain truly important project management lessons from these athletes. Project managers looking to refine their task management system should pay attention to the following advice gleaned from this unique sports phenomenon. Continue reading