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The Seinfeld Strategy

by Patti Gilchrist, PMP

As a project manager, do you have a recognition strategy in place? If not, you may want to tune in to repeat episodes of Seinfeld to learn the consequences from Jerry's mistake of refusing to say "thank you".

Agile and Strategic Alignment

by Mike Griffiths

Agile projects may look like untethered pinwheel rockets spinning away on unpredictable paths. How do we align them to IT strategies so they don’t adopt all kinds of crazy technologies the organization has to support or replace?

Portfolios, Programs & Projects: Oh My!

by Mark Mullaly, Ph.D., PMP

We need to be clear about what we are talking about in the context of alignment. And we need to be clear about what alignment actually gives us in the context of portfolio management. In other words, just what is the problem we are trying to solve here?

Your Strategy Needs an Implementation Strategy

by Irfan Shariff

There is an implementation gap that contributes to the failure of good strategies. The root cause? Most organizations don’t have actionable strategies for implementing strategy (got that?). Here is some practical advice for project practitioners.

Innovation Starts with Value in Mind

by Braden Kelley

What is innovation? This expert has been refining his definition for several years while doing research, speaking with Chief Innovation Officers at numerous Fortune 500 companies and traveling the world as an innovation keynote speaker. Here he shares some of the key themes that kept emerging in what leads to successful innovations.

Strategic Alignment for Small Businesses

by Chi-Pong Wong

Small businesses are more vulnerable to misalignment. Making sure that their projects deliver what the market dictates is particularly crucial because their very own survival just might depend on it.

Gartner Forecast: Prepare for a Digital Storm

by Ben Chamberlain

The unmistakable message to PMOs from the Gartner PPM & IT Governance Summit this year was that disruptive (and possibly catastrophic) winds of digital change will soon be buffeting your organization. Here are some takeaways from this year's event...

The Magic Quadrant: A Tool Worth Understanding

by Michael Wood

Have you heard of the Magic Quadrant? If you are an IT or project management leader, you should understand what the Magic Quadrant is and how it can help you make smarter and more informed decisions. The analytical tool developed by Gartner is a snapshot of an industry or market based on Gartner’s research and analysis, and was on display at its recent PPM & IT Governance Summit in Grapevine, Texas.

The State of PPM & IT Governance 2015

by Andy Jordan

The Gartner PPM & IT Governance Summit this month raised awareness of a number of different issues and trends important to CIOs, IT executives and PPM leaders. Here are a few lessons that struck one seasoned project manager as most important.

The Next Generation PMO Leader

by Andy Jordan

Change is driving the evolution of project management, driven by the growth of portfolio management and the increased alignment between strategy and execution to improve the chances of a portfolio delivering success. These changes are also occurring in the PMO. But the leader that got PMOs this far is not the same as the one that will take it further.

Adding Value with Big Data Projects

by Bruce Harpham

Improving our lives through better data--it’s an exciting prospect. Better insights and analysis lead to better decisions. As leaders, we have the responsibility to understand this trend and evaluate whether it will add value to our organizations.

Technology Enabling the Business Strategy

by Kevin Coleman

An innovative technology strategy has become essential and will become more critical as technology develops and innovation accelerates. But establishing a technology strategy that supports and enables the organization is a highly challenging task.

Project Manager 2.0: What is Your Change Management Plan?

by Irfan Shariff

The organizational world within which project managers operate is going through rapid and unprecedented change, driven by forces of globalization and digital technology. So, the choice is yours: change now, become PM 2.0 and survive. Don’t change, and await extinction...

Aligning IT to Organizational Strategy: Not Exactly Rocket Science

by Michael Wood

If your organization is struggling with how to align IT and keep it aligned with the organization’s strategic direction, it could be that the CIO doesn’t know how. The process isn’t exactly rocket science. It does, however, require a top-down approach--and a CIO that thinks more like a business person than a technologist.

Putting the Business in IT Strategy

by Andy Jordan

For too many organizations, IT strategy has become an oxymoron--IT is simply a follower of business strategy. That results in lost opportunities--but those can be avoided if IT learns how to relate to the business.

Tips for Implementing Change

by Patti Gilchrist, PMP

Organizational change management should begin with a systematic evaluation of the current state in order to determine the need for change. Organizations must also consider the appetite for change and the capability to change.

Challenges in the Cloud

by Michael Wood

Will the cloud soon dominate enterprise computing? Yes...but that time hasn’t arrived just yet as there are still some challenges facing the cloud computing space. From the need for innovation in the area of disaster recovery to finding its next niche, the cloud has some decisions to make...

Role of the 12-Point Maturity-Value-Success Metric in Achieving Corporate Success

by Dr. Erzsebet Lugosi, PMP, CISA, CRISC, ITIL-F

The contribution of a project to corporate success is an essential question. The results of PMI’s 2013 and 2014 Pulse of the Profession In-Depth Reports show clearly that at a high maturity level of project culture, the project value creation is realized in most cases. Employ the 12-point maturity-value-success metric (12-point MVS metric) to keep projects on the right track and increase the probability of delivering project value.

Successful = Sustainable?

by Chi-Pong Wong

Many successful project managers can inadvertently be green at the same time. Why? Good project management practices that succeed in the three key ACE elements are coincidentally sustainable at the same time:

Getting Strategic with Resource Management

by Andy Jordan

There is increasing recognition that resource management needs to occur at a more strategic level. When you manage your resources, do you only consider the project, or do you look at the organization as a whole?

The PMO: Your Partner for Excellence and a Major Change Champion

by Nicolas De Dobbeleer, M.Sc., PMP

The PMO supports the establishment of a project management culture in organizations with low maturity. This article will provide some additional tips on how to position the PMO as a partner to top management to reach its vision of business excellence and help drive change. Implement the five guidelines to deliver higher value and support strategy execution.

The PROMISE of Change

by Kevin Coleman

As organizations begin to implement their near-term change strategies and initiatives are preparing to be launched, early identification of the impact points is essential if we are to get ahead of this challenge. To do that, one method examines the PROMISE of each initiative.

Who’s Managing the Changes in PM?

by Andy Jordan

Project management is changing dramatically. How is that being managed in your organization? Care needs to be taken to ensure that project managers remain motivated and engaged.

Stakeholder Analysis Worksheet

PREMIUM deliverable

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.

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"A good composer is slowly discovered. A bad composer is slowly found out."

- Sir Ernest Newman