In a world where project management maturity is a generally accepted form of goodness, have we--in the process of increased governance and prescribed and repeatable PM processes--engineered away the potential for real innovation within the discipline?
What challenges do project management professionals face with Project Portfolio Management in 2015? There continues to be a high rate of misaligned IT projects and lack of resources for successful project execution, according to a new survey.
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 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?
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?
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.
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.
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...
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 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.
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.
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.
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.
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...
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.
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.
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.
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...
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.
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:
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 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.
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.
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.
"A good composer is slowly discovered. A bad composer is slowly found out."