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?
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?
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?
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?
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...
2015 promises to outpace the past as consumer-facing technologies and the appetite of organizations to harvest and exploit every ounce of information they collect provide the catalyst for growth. More than ever, the CIO needs to think like a futurist in order to position their organization to take advantage of innovations on the horizon. Here's a glimpse at what’s to come...
Entrepreneurs and those who operate within organizations that have resource-competitive environments share the desire to run a project. However, they require an initiative of leadership, support and investment in order to get started. These are the people who need to actively search for project sponsors.
Absentee sponsors are a significant problem within the project landscape. Finding a good project sponsor has always been hard. Finding any project sponsor, however, often feels like it is becoming almost impossible. What has happened that has led us to this predicament? And just what should we do about it?
Project sponsors are more than just a project’s main cheerleader. They might have the largest stake in the project’s success. Let’s re-examine what project sponsors do, what their roles and responsibilities are--and how PMs can leverage them to promote project success.
While visually pleasing elements can help stakeholders focus on important aspects of project management like risk identification and crisis management, other data elements are still needed for a qualified assessment of project or portfolio status.
It is a practical approach to understanding why decisions are so complex and what can be done about it. In order to create the combination between top-down problem decisions (waterfall-like approaches) and local problem decisions (agile-project approach), here are three practical guidelines.
The common problem that has haunted endless PMOs is their inability to become credible partners with the businesses that they support. How can PMOs manage to come out on top delivering results that businesses can understand and incorporate into their strategic roadmap?
Is the Chief Information Officer the right person within an organization to take on the role of Chief Innovation Officer (CINO)? The answer to that question is, “It depends.” Specifically, it depends on the answer to a few questions...
What can PMOs do to improve their success rate and increase return on investment? A redefined vision of project management is essential. To effectively demonstrate their value, PMOs must evolve to meet the challenges of a dynamic business environment.
In recent years, more visionary organizations have made their PMOs more strategic, giving them greater accountability for business-critical functions. But where does that leave the more tactical support that PMs used to enjoy from the PMO?
Sometimes, the definition of the “P” in PMO is elusive. To effectively build, maintain and evolve a PMO, however, we have to be very clear about what this letter means. Approaching the definition with specific goals in mind can help us to put together a world-class organization.
The more this writer talks to people about their PMOs, the more apparent it becomes that organizations frequently don’t know what to do with them--and he's not sure why that's a problem. Why do so many PMO “problem children” exist?
With over half of companies using a blended agile and waterfall approach to development, it’s critical to be aware of how an agile approach affects planning and alignment with the overall business strategy. Here are the most common challenges in enterprise agile development--and some tips for how smart companies are navigating the new landscape.
The average lifespan of a PMO from inception to demise is approximately two years. That raises numerous questions regarding the purpose and relevance of PMOs. Those questions, however, can probably summed up with one general one: Have we reached peak PMO?
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.
Cyberspace: A consensual hallucination experienced daily by billions of legitimate operators, in every nation