The technology sector is the fastest changing sector globally. With so many changes succeeding one another in organizations, it is important for project managers to engage people to make the transformation successful. Change already defies people, so it can be a challenge to engage people for transformation projects from start until delivery.
What do Business Process Improvement initiatives have to do with knowledge transfer and knowledge management? When done correctly, the BPI process hinges on knowledge transfer and lays the groundwork for ongoing knowledge management. Here we discuss a basic BPI process through the lens of knowledge transfer.
As our profession rapidly expands beyond the borders of the United States and Europe, we will see further advancements and promising developments in the science and art of project management. This writer expects the trends of globalization, commoditization and professionalization to continue. As experienced project managers, we must examine these trends--and seize the opportunities that they present.
Project managers understand what is required of them to deliver their projects. Some are even aware of the larger programs to which their projects contribute. At the very least, they usually know the name of the program, and sometimes have some idea of its purpose. But while they may know what a successful project looks like, how many of them are able to recognize what a successful program ought to look like?
Not all projects are successful. Some just fail to make the grade while others go down in a firestorm of controversy. Those are the ones that are increasing causing damage to the reputations all of those involved. Here's some help to address this growing challenge.
Ever wonder why effective leaders almost always see themselves as stewards of something far bigger than themselves, a keeper of a sacred trust? There is a connection between leadership and stewardship that would-be leaders need to understand if they are to mature into someone who can lead people--and organizations--to success.
As we turn the corner on 2014, it’s time to start thinking about what next year will bring. The project and portfolio management industry has gone through many evolutionary phases, and here are a handful of predictions for what 2015 will offer.
Project management practices themselves haven't evolved much since the 1950s. In attempting to divine the future of project management, then, it's helpful to assess a few of the fundamental underlying trends that have been observed in project management, and what they mean for how it may evolve in the future.
We have seen the project management profession evolve from obscurity to curiosity to popularity. Is “necessity” right around the corner? What does the “very long term” of project management look like? Watch for these five trends.
Everything that you thought you knew will soon be wrong. Are you prepared for that? Project managers rarely give benefits a second thought. This needs to change, and in the near future it will change with an increasing focus on project management that prioritizes business benefits over arbitrary constraint compliance.
A rare occurrence called a technology flywheel is around the corner. If you look at the Internet era, we have experienced this before...but this time, it’s different. What will multiple simultaneous technology flywheels mean?
Even the most brilliant strategy won’t mean much unless an organization has the right project and program practitioners to execute on it. And that’s precisely where project management offices can step in to help with the daunting task of finding the talent to fuel strategic initiatives--a big takeaway from PMI’s 2014 PMO Symposium.
While a premium used to be placed on proactive project forecasting, budgeting and resourcing, there’s now an even more highly prized measure of successful project management--being predictive. Read how making the shift from reactive to predictive can help your cause.
What happens when you have little historical data to draw upon when managing a project? PMs will be flying blind with no historical perspective to guide them. Building a buffer into the schedule, the resource commitment and the budget may be the smart move.
Project managers are the most humble of all superheroes, but maybe it’s about time to show the world the color of our capes. What better time than International Project Management Day to acknowledge how awesome we are?
Should part of your project communication plan include social media? If so, how can it be used? How can social media add to project success? What are the risks? With these questions in mind, let’s explore the impact of integrating social media into projects.
Extensive studies and industry surveys over the last decade have revealed that lack of alignment to business needs is a major factor for project failure. Recent trends have indicated that project teams continue to cut corners during the planning stages of the project even while exploring options to elevate their project success rates. Are you practicing effective requirements analysis and management?
EPMOs have become much more popular in the last few years, but organizations aren’t always seeing the benefits that they expected--why? Are you dealing with some kind of Frankenstein’s monster bolted together with the “good” parts of individual approaches?
Cyber breaches have become all too common--and the negative impact of these events is significant. Are you taking a project management approach to ensure a timely and well-executed response to address the numerous complex issues that accompany a breach?
The equilateral triangle has long been a symbol of balance and parity when depicting interrelated success factors. This article broadens the concept of the triple constraint to cover the enterprise as a whole and defines the triangle as strategic planning, business analysis, and program/project management. The result is a blueprint for linking tactical deliverables to enterprise-level outcomes and benefits.
Business case and project charter confusion is not uncommon. They both have integral roles in the initiation of a new idea--but they should not be used interchangeably. At the end of day, the project sponsor is accountable for success--and is responsible for ensuring recommendations are held up by a sound business case.
If you want to work well with your senior stakeholders, you need to know and understand them. How well do you know yours? Read on for some tips on the art of managing senior stakeholders to ensure that they buy in to your project.
Five emerging technologies will combine to create a challenging period of time for project management professionals. Given the breadth of application, every sector will be impacted. Keep your eye on these five hot trends...
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.
"There is no shame in not knowing; the shame lies in not finding out."