Many organizations encourage and support philanthropy, but how do you maximize the benefit? Corporate models that go beyond just sponsorship may form the basis of something more substantial that PMs and their teams can get involved with.
While our writer is inspired by a well-known vision of what project management should be, he is sometimes a little unsure as to what, exactly, the value of project management is. And is it really as valued by others as he feels it to be? Do they see the value that he sees in it? Or is it perhaps less consequential--and therefore less valuable--than he thinks it is?
We now look to PMOs to take more of an active role within the entire lifecycle. For that expanded role to be successful, the PMO needs to be more than simply the guide and controller for project execution; it needs to be accepted into a leadership role within the organization--partners with business units and accepted experts on portfolio execution.
To get management buy-in, funding and support, forget the suggestion box and surveys. Start driving your Business Process Improvement projects based on how they will contribute to achieving the organization’s business plan goals and objectives. Sound bold? Impractical? This approach is just what CEOs have been waiting for...
Successful BI initiatives take more than just people, technology and fancy tools. They require proper levels of engagement of BI teams with key stakeholders; coming to grips with legacy system shortcomings and realities; and a strategically aligned commitment.
Project issues and risks, like zombies, move relatively slowly. It’s extremely rare that a project manager will be introduced to a project one day and be overwhelmed by the same failed project the next. Therefore, like survivors of a zombie apocalypse, project managers have time to prepare--and to look for those indications that projects are turning...
As our series concludes, we continue to examine Moneyball--and how enlightening it is with its instructive lessons about the effective use of metrics, ones that go beyond the narrow world of baseball and provide some insights into how those lessons might be applied to projects generally.
When managing your workforce and developing a successful strategy, sometimes you have to take a risky leap of faith and develop new ways of thinking--just like the men in the Major Leagues. As our series continues, we look at how some of the coaching described in Moneyball might be applied to cross-functional project teams.
It can be argued that project management has not lived up to its potential in many organizations. To successfully execute the corporate strategy, project management must become strategically focused in order to align with business needs. This paradigm shift must occur within both project management and business.
Resource management is the top business challenge for most senior executives. Having a hierarchical approach to resource management enables any organization to share unified information across the enterprise so that they can make smarter business decisions across all levels.
Every year, there are more IT-related surveys than mere mortals can keep up with. Never fear! The annual IT Survey and Research Recap can give you an edge by providing you a quick reference guide to a host of surveys. The following topics made the cut for 2013: IT Spending, Data Centers, Cloud Computing, BYOD, IT Salaries, Big Data and Security.