Strategy transforms organizations from entities stuck with unchangeable plans to industry leaders utilizing flexible and transformational ways for their business. Organizations must therefore not base strategy on fixed and unchanging planning, but rather planning that is flexible, attentive and proactive to changes in the environment.
Establishing a “program approach” allows leadership to control performance across multiple projects to achieve maximum efficiency and ensure alignment to strategic goals. The “Intelligent Project Management” model (iPM) provides a fully integrated approach utilizing smart controls, greater visibility of performance data and ensuring people have the right capabilities to support delivery.
Organizations often talk of project management failure and put us in a vicious cycle of cause/effect analysis loops. The problem is that we look for the cause of project management failure where the light is--and not in the dark spot where the true issue is. This three-part series helps to uncover some key underlying and recurring sources of confusion within organizations. Part 1 looked at decision-making dilution; Part 2 explored methodological and structural confusion. We now turn our attention to leadership pollution and conclude our series.
Outsourcing is a huge and complex product and services segment. One of the strongest market segments is business process outsourcing. BPO is seen as a strategic initiative that improves customer service and operational efficiency, and can be leveraged to dramatically improve the technology that supports a business.
We often want people to feel that certain tasks are urgent. In order to do that, we have to create consequences to get people to act with urgency in otherwise non-urgent situations. This means that we deliberately want people to feel that something bad could happen if they don’t work quickly. And that's a problem. A culture of urgency makes it difficult for long-term thinking, and reinforces finding the quick fix.
...a lot more. There is still much to look forward to in the cloud computing space. CEOs and CIOs are concluding that the rewards can far exceed the risks, so the move to the cloud is accelerating across a broad range of organizations.
Digitization has fundamentally altered the essence of business and our personal and professional lives. Organizations need to create appropriate goals when it comes to digital transformation--and a clear leader must establish a vision of the future that includes the path that will be followed to get the organization there.
Low client satisfaction scores. Inadequate project success. Internal coordination problems. Such problems can be found in many organizations. However, how many organizations find ways to deliver significant improvement in all three areas?
The lack of consciously managed alignment between PMOs can create inefficiencies and friction. It is now time for organizations to implement a comprehensive PMO strategy that manages an integrated ecosystem of PMOs rather than tolerates multiple independent PMO structures.
While most consulting firms find early success because of the strength of their thought leadership, over time many of them tend to under-invest in it. As a consequence, they find themselves vulnerable to new entrants nibbling around the edges of their core business--and see their growth slow down.
While process frequently fails to allow for flexibility, technology often doesn’t even consider the possibility. Once we begin to automate a process, the presumption—and it’s a dangerous one—is that all cases are treated equally.
The term “business transformation” can have a variety of meanings depending on who you’re talking to, but the question of how it relates to PPM was pretty well addressed at this year’s Gartner PPM & IT Governance Summit in Orlando.
To deliver more significant and sustainable improvements, we have to shift our focus from efficiency to effectiveness. We also have to understand how the enterprise tools available to us can support that change, helping us to deliver innovation rather than acting as a drag on it. This is where PPM and similar vendors can assist.
Organizations often talk of project management failure and put us in a vicious cycle of cause/effect analysis loops. The problem is that we look for the cause of project management failure where the light is--and not in the dark spot where the true issue is. This three-part series helps to uncover some key underlying and recurring sources of confusion within organizations. Part 1 looked at decision-making dilution; we now turn our attention to methodological and structural confusion.
Portfolio management is responsible for translating strategy, changes, innovation and dynamism into value for an organization. To achieve portfolio agility requires synergy in all aspects of the enterprise: in the strategic environment, in the portfolio tactical environment and in that of the projects.
When technology shifts, you need to learn how to move into a new world. It can be frightening at times, but if you choose your path carefully, you can find new adventures and rewards. Keep these tips in mind.
The process of development and adaption with information technologies is changing, becoming more complicated and complex. Modern businesses not only need function automization, they also need technologies that can change all of it.
Organizations often talk of project management failure and put us in a vicious cycle of cause/effect analysis loops. The problem is that we look for the cause of project management failure where the light is--and not in the dark spot where the true issue is. This three-part series helps to uncover some key underlying and recurring sources of confusion within organizations.
Economies are interconnected at a level that has never been seen before in the history of business. This has led to executives with tough questions about research and development initiatives, current strategies and business models, and their organization’s overall innovation ability.
Every project has stakeholders. Your job is to get to know the ones who will be crucial to your project. This analysis worksheet will help you get a feel for what to expect from various key parties who have an interest in your project.
"If they have moving sidewalks in the future, when you get on them, I think you should have to assume sort of a walking shape so as not to frighten the dogs."