We accept technology into our lives without question. We know something new will emerge soon and we know that society expects us to adopt and adapt when the next new thing shows up. We accept it. Often we welcome it. Thanks to technology, we are saturated with change. You’re working on a project that will introduce more change. In fact, your measure of success is user adoption, and if your users don’t accept your change then your project will fail. Technology has shifted our change thresholds for better or worse. As project managers we have to deal with that. We will journey down a slightly different path of change management and user adoption. We’ll explore the impact of technology in shifting change thresholds. While a change management plan focuses on managing changes in such a way as to achieve the best outcome, you’ll learn how to create an adaptability plan, which focuses on the people being impacted by the changes, including individual and group needs required for success.
The skills required in companies lacking a PMO are; distinguishing between Work and Projects, picking a financially rewarding project, justifying a valid project to upper management, and successfully running the project to completion. This webinar will provide important information for the non-project manager.
Agile approaches often have greater engagement levels between stakeholders. While those conversations generally focus on the deliverables and how they meet the customer’s needs, can they also drive sustainability best practices?
Successful innovation that will yield real positive outcomes requires organizational capabilities for executing on strategy initiatives. It's not just about having the right people, it's about having the tools and corporate memory of knowing what works and what doesn't to support the thought processes for planning and getting the work done. This is where the importance of knowledge management comes into play.
Once again, a new year is in full gear. 2015 looks to be a year of change on many fronts--and that means an opportunity for CIOs to thrive, or fall flat. In 2015 and beyond, what will CIOs need to do to be successful and provide the necessary leadership?
In 2010, this writer penned an article predicting what information technologies would be emerging and maturing by 2015. It's the perfect time to see how those predictions faired--and create a new set of predictions on which technologies will contribute to transforming our world by 2020.
How many of us start a project thinking that we understood the reason behind doing the project in the first place? There’s about half of us who never aligned the project’s mission with the overall department or company vision, resulting in poorly made decisions--and possibly a breakdown in team morale. Providing a project focus that supports a larger purpose is particularly important for fast-paced, adjusting agile projects.
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.
For the most part, Chief Information Officers have been around a lot longer than Chief Project Officers. In many organizations, the CIO often (and without recognition) wears the CPO hat. But now that CPOs are becoming more abundant, there is a natural kinship that can be forged--one that can shape an organization’s future in a positive way.
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.
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.
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?
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?
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 trees could scream, would we be so cavalier about cutting them down? We might, if they screamed all the time, for no good reason.