After experiencing several successful projects (and some less so), this practitioner wanted to share his tips on the management of technically complex ones--projects that contain enough complex functionality to make it difficult for the executing organization to deliver.
Connect In Person
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.
Larry Cooper recently approached a group of senior leaders from a broad spectrum of industries, sectors and countries to participate in a Wisdom Council to answer a series of questions on Organizational Agility. In the webinar Larry will share the insights he gathered from them.
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.
Save Time With Tools + Templates
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 PM octagon is an illustration of the convergence of key project management knowledge, processes and practices to guarantee project success from a practical perspective regardless of the project's scope or size, or the organization or industry. This articles discusses the octagon, along with more concepts essential to understanding it.
Risk management is one of the most critical functions that every PM and every business leader must focus on. This article will focus on some common mistakes to avoid when managing project/organizational risks.
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; Part 2 explored methodological and structural confusion. We now turn our attention to leadership pollution and conclude our series.
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.
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.
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.
Ask a Question