Latest news with #projectmanagement
Malay Mail
2 days ago
- Business
- Malay Mail
ANDPAD Launches Vietnamese Language Support for its Cloud-Based Construction Project Management Service
Expanding Multilingual Support for Global Users iOS: 5.85 or higher Android: 5.85 or higher iOS: 2.60 or higher Android: 2.60 or higher iOS: 1.75 or higher "Launch of 'ANDPAD,' the Cloud-Based Construction Project Management Service, in English as the First Part of Multilingual Support Expansion" press release (distributed on February 26, 2025) (Japanese language only) TOKYO, JAPAN - Media OutReach Newswire - 26 June 2025 - ANDPAD Inc. (Head Office: Chiyoda-ku, Tokyo; CEO: Takeo Inada; hereinafter ANDPAD), which operates the cloud-based construction project management service bearing its name, has developed a Vietnamese-language version of the ANDPAD service that it will launch today. Behind this provision is the increase in the number of Vietnamese-speaking users in Japan as well as growth in use of the service is launching its Vietnamese-language version following the English release in February functions will be the construction management and chat functions, which are used the most on the ANDPAD service, as well as the drawing with use of the ANDPAD service spreading at construction sites in Vietnam as well, the company plans on further expanding the scope of functions with Vietnamese language support in order to promote smooth communication and DX (digital transformation) at those forward, ANDPAD will continue to actively pursue development efforts to offer support for various languages. The company will proceed to promote DX in the construction industry with a view to expanding the use of its service in overseas markets in addition to the Japanese ANDPAD users can use the Vietnamese-language version at no additional of SupportANDPAD app:ANDPAD chat app:ANDPAD drawing app:Hashtag: #ANDPAD The issuer is solely responsible for the content of this announcement. About the ANDPAD Service The cloud-based construction project management service with the top share of the market in Japan*, ANDPAD makes the central management of everything from enhancing onsite efficiency to improving management possible. Since provision of the service started in 2016, through associated development efforts that emphasize intuitiveness and ease of use and thorough support for implementation and utilization, the service has reached over 216,000 corporate users and 550,000 individual users. "Trends and Vendor Share in the Construction Business Management Cloud Service Market" (December 2024 MIC IT Report)" (According to research by the Deloitte Tohmatsu MIC Economic Research Institute) ANDPAD was selected as a "2024 Recommended Technology" under the NETIS (New Technology Information System) by the Ministry of Land, Infrastructure, Transport and (Japanese language only): Name : ANDPAD : Sumitomo Fudosan Akihabara Ekimae Bldg. 8th Floor, 300 Kanda-Neribei-cho, Chiyoda-ku, TokyoRepresentative : Takeo Inada, CEOBusiness Activities : Development, sales and operation of "ANDPAD" cloud-based construction project management serviceCompany Website (Japanese language only)：
Forbes
5 days ago
- Business
- Forbes
20 Tech Leaders Share Lessons Learned From Failed Initiatives
Every technology leader has a project (or three) that didn't go exactly as planned. But wise leaders don't treat these moments as wholly wasted efforts, since they often teach more than the wins by exposing blind spots, shaky assumptions and opportunities to improve. The way a tech leader responds to a failed initiative often reveals their and their team's strengths more than the original plan ever could. Below, members of Forbes Technology Council discuss takeaways from their own project missteps that can help their fellow leaders navigate setbacks with greater clarity and confidence. 1. Maintain A Startup Mindset Setting up a team and structure too rigidly at the start can become a burden, not a foundation of success. We assumed early alignment would carry us forward, but it turned into an obligation, which was slowing decisions and working against change. Adopting a startup mindset—asset-light, adaptable and day-by-day focused—taught me that success comes from clarity, not fixed roles or plans. - Yogesh Malik, Way2Direct 2. Prioritize User Workflows Over Cool Tools A failed tech project showed me to focus on how users work, not just build cool tools. We made a great system, but users didn't use it because it didn't fit their needs. Now, I always ask users early to get it right. That means a user-centric and prioritized backlog for implementation. This has made me a better leader by keeping me practical and focused on what really helps people. - Rishi Kumar, MatchingFit Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify? 3. Don't Rely On Benchmarks Achieved In Isolation I shipped an early NLP voice agent before wiring in real-time, context-based hand-off to human CSRs. Accuracy benchmarks looked perfect in isolation, but customers got stuck and churned. That failure taught me to pair every model metric with a 'Can users finish the task?' metric. Now, new launches mandate shadow-mode pilots, field-tech feedback loops, and an instant human escape hatch. - Somil Gupta, Broccoli AI 4. Validate Assumptions Early in my career, I learned a key lesson: 'Don't assume; ask questions.' We launched a feature-rich solution that missed the mark because we didn't validate user needs. It led to poor adoption and wasted effort. Since then, I have focused on early stakeholder inputs, user impact and clear outcomes, shaping a more empathetic, communicative and outcome-driven leadership style. - Uttam Kumar, American Eagle Outfitters 5. Look Beyond Technology Technology alone isn't the answer. You need the business strategy, processes, data and skills to have a successful tech initiative. In fact, I would say that the tech is often the least important factor of that set of requirements. - Jason Kurtz, Basware 6. Anchor Decisions To Clear, Near-Term Priorities One key lesson I took from a failed initiative was to anchor every decision to the single highest-value problem I'm committed to solving within a one-year horizon. Since the world beyond 12 months is inherently unpredictable, I now use a simple rubric: Will this choice move us closer to that goal, or will it pull us off course? If it's the latter, I say 'no,' unless exceptions demand it. - Bharath Balasubramanian, Salesforce 7. Treat Interoperability As Nonnegotiable Early in my career, I saw clients invest millions in advanced enterprise systems only to abandon them because poor interoperability made real-world use impossible. It taught me early on that interoperability isn't optional. It is foundational to usability, adoption, long-term product success and future growth. - Ashish Singh, SeemaS, Inc. 8. Protect Your Integrity—Even If It Means Walking Away I learned that alignment matters more than revenue. In a co-managed IT setup, our security recommendations were ignored, putting both the client and us at risk. Walking away wasn't easy, but it reinforced the principle that protecting our integrity and setting clear boundaries is essential to long-term success and leadership growth. Parting ways professionally was a far better decision than trying to 'fix' it. - Ann Westerheim, Ekaru 9. Respect Cultural Context The definitions of right and wrong can vary dramatically from one country to another. This ends up being painfully evident on global projects that lack highly qualified PM oversight. Even the best software solution, if arrogantly configured from a myopic point of view (perhaps one that is right only in one location), can be viewed as a failure of the entire department, impacting IT's reputation. - Ken Feyder, Hermès of Paris 10. Find The Right Audience And Adapt To Their Needs I scaled a startup devoted to developing OCR technology to transcribe doctors' handwriting, but the market wasn't ready for it. So we pivoted to education: Teachers needed our solution to interpret messy student handwriting. The lesson I learned is that success is in finding the right audience and adapting to their needs. It shaped my leadership approach toward solving real problems for the right people. - Craig Crisler, SupportNinja 11. Set Clear Expectations With Customers Early On From a professional services perspective, every red account started its decline in the sales cycle. Mismanagement of customer capabilities and expectations is a key factor in failed initiatives. Change management and transformation are complex endeavors that require total alignment from leadership down to the line of business worker to ensure adoption and maximum ROI attainment. - David Pauli, Newton3 12. Do Your Homework Carefully It's important to get detailed information before beginning. There are always hidden stakeholders that we forget to account for in large tech initiatives. Solutions are often over-engineered and take more time to implement, only to fail due to misaligned expectations. Finally, it's essential to detect risks and manage them wisely. - Devendra Goyal, Think AI 13. Proceed With Curiosity, Not Just Conviction I learned not to fall in love with my own ideas. I built a product I loved, assuming others would, too, without validation. When no one used it, I realized the importance of customer feedback. It taught me to lead with curiosity, not just conviction. - Jason Penkethman, Simpro Group 14. Lead With Empathy A failed IAM rollout taught me the cost of skipping user engagement. We focused on technology, not user experience, leading to poor adoption. Since then, I have led with empathy, ensuring alignment between security goals and real-world user behavior. - Premsai Ranga, Price 15. Align Teams Around Purpose, Not Platforms One lesson I learned is that technology alone is not transformation. Early on, I focused too much on the technology as the solution and not enough on people and processes. That misstep taught me to lead with empathy and clarity, aligning teams around purpose, not just platforms. That shift made all the difference in driving real, lasting change with technology as the connector. - Lee Cage Jr., BDO 16. Recognize That Innovation Can't Be Outsourced I once led an initiative using a white-labeled product that wasn't designed for our specific needs—it was like forcing a square peg into a round hole. The experience taught me that innovation can't be outsourced and that clear, proactive communication is essential when managing client expectations during setbacks. - Chandler Barron, Barron Advisory™ 17. Establish A Realistic Strategy Early On To Guide Investments And Decisions I am passionate about developing sensitive biomarker detection technologies that will eventually be used for patient selection. These assays are often expensive and complex, making their implementation in prospective trials challenging. They must navigate regulatory processes. I've learned the importance of establishing a realistic strategy early on to make smart investments and decisions. - Rachel Tam, Bristol Myers Squibb 18. Fight Against Complacency Nothing will kill innovation faster than complacency. As a leader in the tech world, if you are more afraid of a deadline than you are of releasing a mediocre improvement, your company will fail. Somewhere out there is a company that is being forced to innovate in order to close the gap with you, and with every incremental improvement, you lose ground to their innovation. - Matthew Areno, Rickert-Areno Engineering, LLC 19. Value Early User Input And Iterative Improvement A failed tech initiative taught me that isolated development without early end-user involvement poses high risks. Our product launch failed to achieve its goals due to unvalidated assumptions. The experience taught me the importance of leading through curiosity while valuing user input and committing to iterative improvement. This experience taught me humility while helping me evolve into a collaborative and grounded leader. - Amit Ojha 20. Never Build In A Vacuum A failed tech launch taught me the hard way: Never build in a vacuum. We had a solid plan but skipped early user feedback—and it showed. The product missed the mark. That experience made me a stronger leader by showing the power of listening early and often. Now, I focus less on having the perfect answer and more on staying curious and connected to real user needs. - Bhupendra Singh, Marriott International
Telegraph
19-06-2025
- Business
- Telegraph
Construction execs who lost £4m accused of ‘tickling each other's b------s'
Two construction executives were asked if they had been 'tickling each other's b------s' by their boss after their project made a £4 million loss. Donal Coppinger and John McInerney were sacked on the spot by Jason Carey, the group chief executive of the civil engineering and construction contractor Careys, when they revealed their costs had skyrocketed, an employment tribunal heard. Mr Carey had believed the project was on course to make £3.3 million but learnt it was actually expecting a £4 million loss. The civil engineering boss then 'lost his temper' and asked his senior executives: 'What have you two been doing for the last 12 months? Tickling each other's b------s?' Mr Coppinger and Mr McInerney – who earned £120,000 and £145,000 respectively – were told: 'Get out of my sight and leave today.' Now, the pair have won an unfair dismissal case after a judge ruled their sacking was unfair as there had been no proper investigation. However, they were told they would be awarded no compensation from Careys because of their 'extremely serious failures' over company finances. The hearing in central London was told the pair were overseeing the Riverside Waste to Energy plant in South East London. The project, which they took over in 2023, had a tender cap of £39 million and Careys hoped to generate a profit of £4.9 million. However, by May 2024, they realised costs had soared, but blamed a colleague who had left that month to have been in charge of finances. In June 2024, a meeting was called with the company's top bosses, including Mr Carey. The CEO asked for an update on final figures, to which Mr Coppinger stated that, as things stood, it was approximately a £7.3 million negative swing from the target profit due to increased costs. The tribunal heard he was told he did not need to continue presenting his slides. 'Dodgy, shifty and untrustworthy' Mr Carey then said: 'What the f---?' He asked: 'How was this possible... how could this happen?' Mr Carey called Mr Coppinger a 'c---' and then said, 'I always knew you were dodgy, shifty and untrustworthy' while pointing his finger at him. He then made the remark about ticking each other's b------s. The pair were immediately sacked and told that the next contact would be through HR. The tribunal was told the costs eventually soared to over £14 million. The two men won their unfair dismissal claim as Employment Judge Kara Loraine said there should have been an investigation for it to have been a fair process. But, Judge Loraine said they will not be awarded compensation as a result of their 'grossly negligent' failure to scrutinise the project's finances.
Times
18-06-2025
- Business
- Times
HS2: Labour to confirm delay until 2033 after ‘litany of failure'
Angela Rayner is to face questions from the shadow home secretary Chris Philp as the prime minister is travelling back from the G7 summit in Canada. The UK has been turned into an international 'laughing stock' over the failure to control the HS2 rail project, a minister acknowledged. The housing and planning minister Matthew Pennycook said there were 'serious problems' with HS2 'in terms of accountability, project overruns, costs'. He told LBC the way HS2 and other infrastructure projects had been handled 'reflect very poorly on us' as a country. Pennycook said the Planning and Infrastructure Bill includes a number of changes that will 'speed up the consenting process for nationally significant infrastructure' and this week's infrastructure strategy 'seeks to reverse the frankly erratic decisions and underinvestment we've seen over the past 14 years'. Mark Wild, chief executive of HS2 Ltd, is understood to have been astounded by his findings after he took control of the government-owned company in December last year. The source said: 'Alexander wants to turn the tide on the whole thing. Wild has been tasked with looking at the entire project and the speech today is designed to tackle these fresh revelations and look at how we move forward. 'There has been a total lack of ministerial oversight in the past and we need to change that so the same mistakes are not made on Northern Powerhouse Rail or the Lower Thames Crossing.' In December HS2 Ltd estimated the cost of building the railway would be between £54 and £66 billion in 2019 prices and between £67 and £83 billion in current prices. Revelations last year that HS2 had spent £100 million of taxpayers' money to build a bat tunnel shocked Westminster. Wild said that he could not apologise for complying with the law but conceded that an 'extraordinary amount of money' had been spent on the barrier, in ancient woodland in Buckinghamshire, to comply with the law on protected species. The transport secretary Heidi Alexander will tell the Commons that she is 'drawing a line in the sand' over the embattled rail project as the government tries to wrestle it back into order. The remaining section of the high-speed line between London and Birmingham will no longer be completed by 2033 and a delay of at least two years is now expected, according to reports. Alexander will present the findings of an interim report by Mark Wild, chief executive of HS2 Ltd, the company responsible for the delivery of the project at 12.30pm.
National Post
16-06-2025
- Business
- National Post
97% of Agencies Faced Major Creative Campaign Challenges, According to New PMI Survey
Article content Article content As campaign complexity surges, new research spotlights how project professionals are powering marketing creativity and business impact Article content Article content CANNES, France — Creative leaders today face mounting pressure to deliver bold, fresh experiences that boost brand awareness and keep customers engaged in an increasingly saturated market. A new survey from Project Management Institute (PMI) highlights that 97% of respondents faced at least one major campaign challenge in the last year, including: Article content Going over budget (55%) Overdue deadlines (54%) Constraints on creativity (47%) Article content The survey, conducted among 130 U.S. marketing and advertising agency professionals, also found that a third of campaigns (34%) don't resonate with their target audience or generate new leads (35%). Article content In a tough marketing climate, with rising demands, tighter budgets, and shorter timelines, the execution side of creativity has never been more critical. The survey reveals that 9 in 10 (90%) creative professionals agree: 'Great creative campaigns do not happen without great project management.' Creative leaders also say project management professionals: Article content Allow the organization's leaders to focus on driving growth (52%) Ensure campaigns contribute positively to the brand over time (52%) Get all the different parts of the campaign working together (50%) Manage increasingly complex campaigns (45%) Ensure campaigns are long-lasting (45%) Article content By keeping teams aligned, stakeholders engaged, timelines on track, and encouraging creative momentum, project management helps strong ideas grow into powerful brand activations. Article content 'Today's CMOs are juggling more platforms, priorities, and pressure than ever before—and it's easy for even the strongest campaigns to lose focus and veer off-track,' said Menaka Gopinath, Chief Marketing Officer at PMI. 'Effective project management provides the structure and clarity creative teams need to drive momentum, work collaboratively, and deliver results that align with business goals. By bringing order to complexity, project management empowers marketing leaders to stay focused on strategy and turn complexity into opportunity.' Article content Project Management Professionals Drive Creative Momentum Article content Project management professionals are no longer viewed as back-office schedulers—they're emerging as team motivators and strategic leaders. While most agencies rely on them to keep projects on track (60%), more than half (52%) say their greatest impact lies in energizing creative teams. Article content As creative work grows more complex, expectations for project managers are shifting. Inhouse marketing teams and agencies now prize strategic skills like innovative thinking (67%), growth strategy (60%), and adaptability (57%) over budget and resource management (49%). Project managers today aren't just delivering campaigns—they're helping teams evolve. Article content This is why, despite the rise of AI and automation, agencies are doubling down on people. Nearly all (98%) say they're growing their project management capabilities —primarily through talent, not tools. 32% are training current staff, and 28% are hiring—reinforcing the belief that successful campaigns begin with skilled, empowered professionals. Article content Yet their contributions often go unnoticed. Nearly half (48%) of creative leaders say project managers are the unsung heroes of campaigns – delivering critical, behind-the-scenes value, from steering complex activations, to aligning teams and keeping everything on track. Article content The survey also found that sharpening project management skills gives marketing teams the edge. Teams led by certified project managers outperform those without certification, delivering stronger results and audience-aligned campaigns. Article content 'Marketing matters more than ever, but it also has to perform, in spite of its increasing complexity', said Pierre Le Manh, President and CEO of PMI. 'Every dollar must drive measurable impact, and every great idea must scale. That's where project professionals become a force multiplier. They don't constrain creativity, they operationalize it. They fight waste, play an essential role in managing complex assets, teams, cultures, tech stacks – and turn ideas into results. Ultimately, they drive more execution efficiency and speed, which translates into more profit for both agencies and clients.' Article content PMI will be on the ground at Cannes Lions to share how project professionals are reshaping creative outcomes—connecting campaign strategy to business impact. To see how you can connect with PMI at Cannes Lions, visit Article content About the Survey Article content Commissioned by the Project Management Institute (PMI), an online survey was conducted by PSB Insights from April 28 to May 6, 2025, among creative campaign professionals in the United States working at an advertising, marketing, creative, PR agency or in-house agency/department. Article content About Project Management Institute (PMI) Article content PMI is the leading authority in project management and is dedicated to guiding the way to project success. Since 1969, PMI has shone a light on the power of project management and the people behind the projects. With a global community, gold-standard professional certifications, and career-long learning opportunities, PMI empowers current and aspiring project professionals, as well as organizations, with knowledge and resources to lead effectively and create an impact in the communities they serve. Article content Article content Article content Article content Media Contact: Article content Article content Article content
