There is a need for every functional organization to establish a PMO. This will enable these organizations to streamline their project management processes—and allow projects to align with the overall objectives of the organizations.
Extreme projects feature high speed, high change, high complexity and high stress. As more projects continue to fall into the extreme zone, successful project and program managers will shift from inhibiting change to proactively creating change and responding to change.
What happens to a PM who is trying to adopt Agile? Dave Prior, PMP discusses the struggles you can expect to encounter while showing you how creating a Personal Agility Canvas tool can help make things a little easier.
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This presentation looks at a brief history and a definition of agile project management; looks at factors that affect selection of collaboration tool-sets; and looks at key features of project portfolio management tool-sets and at making PPM a business process.
Learn From Others
The purpose of this article is to guide project managers in implementing an earned value management system by following ANSI/EIA-748 guidelines in a manner consistent with agile software development methodology.
Agile encourages project teams to work with the sponsor to understand the greater context surrounding the project. With this broader understanding, the team can look for ways of structuring the project to improve the chances that the business will actually achieve the business case benefits.
Project management tools are getting more and more sophisticated as they compete with rivals on features and spread to support more platforms. Yet sophistication has a cost. Let's explore how a combination of deliberately low-tech inputs and outputs can be used with modern tools to deliver the best of both worlds.
How much longer will project management see agile as a trend? That perception of agile identifies some underlying issues organizations need to deal with.
When teams transition to agile development and the QA/testers continue to follow the same testing processes and tools they used before joining the agile team, you're asking for trouble. In this article, we contrast agile and traditional testing--and give an example of how a mind map can facilitate the testing process.
When large enterprises are trying to embrace DevOps principles for their ERP transformation programs and similar other packaged software implementations, how should PMs running these projects tailor their traditional project management principles to adapt to the new philosophy?
Organizations often talk of project management failure and put us in a vicious cycle of cause/effect analysis loops. The problem is that we look for the cause of project management failure where the light is--and not in the dark spot where the true issue is. This three-part series helps to uncover some key underlying and recurring sources of confusion within organizations. Part 1 looked at decision-making dilution; we now turn our attention to methodological and structural confusion.
Portfolio management is responsible for translating strategy, changes, innovation and dynamism into value for an organization. To achieve portfolio agility requires synergy in all aspects of the enterprise: in the strategic environment, in the portfolio tactical environment and in that of the projects.
There are many different reasons why people will do the right thing to help you build and maintain the momentum for your change initiative and to help you achieve sustained, collective momentum. The key to building and maintaining momentum is to understand and harness the different mindsets that cause people to choose change.
These days, it takes more than project management skills to succeed. It takes a person with agility—flexibility in understanding and applying the ins and outs of any method. Let’s investigate what "hybrid PM" is all about!
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