Every project manager wants to have full command over a team of high performers. But in a weak matrix organization, it can be difficult to fulfill such demands. This article discusses the routine demands experienced by a project manager in India or workshare coordinator, and also provides a constructive way forward to handle these concerns effectively.
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You’ve put your organization on a path to becoming more agile – you have agile teams, you’re helping them prepare for and respond to change. But, somehow you keep bumping up against significant institutional blockers: Existing rules, structures and processes that slow things down. What can you do? Attend this free virtual event to learn how to create a more holistic approach to organizational agility. We’ll share the latest real-world techniques and tools to drive deeper organizational agility—skills you won’t find anywhere outside of PMI. Register today!
Closing Q&A webinar for June Book Club on Project Management for Small Projects, Second Edition.
Attendees will learn a comprehensive approach to making your organization more responsive to change with effective structuring, planning, and measuring of change management across portfolios, programs and projects.
Through this session, we'll dig deeper into this subject and share new modern and Agile ways for thinking about performance management for organizations scaling Agile adoption.
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This tool demonstrates how to measure a list of projects against organization objectives. By assigning rates for each project against each organization goal, an overall quantitative measure can be assigned to each project so they can be compared.
Learn From Others
The Logical Framework (LF), also known as the Logframe, is generally referred to as a planning tool. The author demonstrates how a new tool, called the New Logframe (NLF), goes a step further in order to increase the effectiveness of project design. The result is a tool that is more practical, summarizes critical project information and is fundamental for strategic planning projects.
Addressing seven common risks can help companies better prepare for transformational programs, save time and money, and lay the groundwork for a positive return on investment.
As the divergence between different types of project managers continues, there will be additional trends developing that seek to take advantage of the changing project landscape. It’s one of those emerging trends we look at here—the idea that project management, or at least some project management, can become an outsourced function.
The failure of a “successful” project came as a shock to an experienced PM. Turns out that managing projects according to the triple constraints alone is not enough.
While process frequently fails to allow for flexibility, technology often doesn’t even consider the possibility. Once we begin to automate a process, the presumption—and it’s a dangerous one—is that all cases are treated equally.
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.
|A.||If you are not a project manager, this is not your problem. Continue to do your daily work and spend whatever few hours a week you can working on projects as they are assigned by the boss of your department.|
|B.||Ask to make a plea in the next executive meeting. When you present your case, let them know that everyone is too busy to do more projects and, realistically, it will a long time before the current ones are finished. It is important to set expectations.|
|C.||Ask your immediate manager if you can work with your colleagues to try to capture the free time available for projects and then prepare information for him to present to the executives. In this way, you may be able to realistically show some options for moving forward with organizational projects.|
|D.||Work to reduce the number of hours you spend on your current daily tasks so that you can focus more of your energy on important projects. Projects are the future, so they should be completed even if it is at the expense of the operational tasks that keep the company running in the present.|
Planning benefits before you start is key to ensuring that you realize them once the project is completed. In this article, the author highlights the importance of benefits realization management for realizing project benefits.
PMOs have a lot of things to worry about, there’s no need to add to the list with things that really shouldn’t matter. Does your PMO have clarity? In theory, this should be simple. In reality, it can be more complex--and that’s where PMO leaders frequently go wrong.
Continuing to develop a failing project is a big challenge. Improving the environment and culture to ensure successful delivery requires integrating the bottom-up approach from a small task level with a top-down orientation of strategic management. Learn how to diagnose failure and implement useful techniques.
Most people have heard of the term "learning organization." However, do we know what it has to offer project planning management? Before a proper discussion of how it can be employed throughout the project process groups, we must first discuss the five components that form LO.
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