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?
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Regardless of the tool you use, your preference for Scrum or Waterfall, there are three things every project management solution needs: a prioritized backlog of potential projects; a centralized location for inbounding, evaluating and accepting or rejecting new work; and a way to involve the team in realistic resource planning. If your solution doesn't do these three things, you might be running in circles.
Our Client executed the delivered IT integration strategy successfully and had a seamless transition with no disruptions in service to their customers or internal users. The presentation will explain the specific steps and templates utilized to attain our client’s goal.
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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.
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.
Like in 2013, 2014 delivered more IT-related surveys than we mere mortals can digest. To help cope with this volume, here are some highlights from some of the top CIO-focused surveys.
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.
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