Absentee sponsors are a significant problem within the project landscape. Finding a good project sponsor has always been hard. Finding any project sponsor, however, often feels like it is becoming almost impossible. What has happened that has led us to this predicament? And just what should we do about it?
Good project sponsorship is critical for success, but that accountability starts long before the project itself is approved. So why are sponsors frequently set up for failure by their organizations, and how can you change that?
Your project sponsor can be the crucial factor in an intervention to keep your project moving. Unfortunately, the same sponsor is monitoring multiple competing initiatives. How can you compete with that when you need help?
In this in-depth, two-day event, four workshops led by leading experts and attended by a small group of peers will help you redefine your PMO (and earn PDUs in the process!). In Workshop 1 ("Be a Business Driver, not a PMO passenger"), Mark Price Perry looks at ready-to-apply examples of business-driven PMO success. In Workshop 2 ("Harmonizing Project Management and Agile – Viva la Revolution!"), Dave Prior explores the impact that agile can have on a PMO. In Workshop 3 ("Succeed by Managing the Portfolio Lifecycle: Ideas Through to Benefits Realization"), Andy Jordan examines portfolio execution. And in the final workshop, an open-space meeting with all attendees investigates Redefining the PMO: Issues, Opportunities, and Breakthrough Thinking. Attendance is limited, so sign up today!
January 13, 2014 was an amazing day for us here at ProjectManagement.com. Everything you love about the site is about to get better. As a part of the PMI family, we will have the resources to step up our game and become more responsive to your needs than ever before. Our reach will grow exponentially, so more of your peers will be here to answer questions and to share ideas with. Some of these changes will take time and others you’ll see right away...read on for more about this exciting announcement.
I'm giving a presentation to a group of new project managers soon and I would like to share some top tips from experienced pros about how to manage stakeholders. What advice would you give?
Whether you call them goals or objectives, your project needs to have them, and they need to be specific, measurable, realistic, timely and agreed upon. Join Stephen Maye as he helps you answer the age-old burning question, "Why are we doing this project anyway?"
by Kevin Aguanno, PMP, MAPM, IPMA-B, Cert.APM, CSM, CSP
Many organizations have struggled with their early agile experiments. Due to the issues faced, they typically cannot answer the simple question: “Are we ready to go agile?” This first article examines the factors that indicate whether the sponsoring organization is ready (and able) to modify the way it works to increase the chances of a successful agile project.
Question: We are creating personas for our projects just as we were taught in our agile classes. However, the end products aren’t selling as well as the earlier version. To be honest, people seem to be boycotting them or changing brands. I just don’t understand the disconnect between what we are developing and what the customers appear to want once it is released.
Customers are fickle, so it may have nothing to do with the product you have created. If you used the agile team steps as shown on the Agile Alliance website, just keep doing what you are doing.
Perhaps you are working your agile processes in good faith, but creating the wrong personas for whom to design your product. Find a more realistic way to model what the real customer wants.
Your product owner is the person who is responsible for setting out the features for new or upgraded products and deciding which ones should be included with any release to the marketplace. Just worry about your team metrics and leave the business decisions to those with more power than you.
Personas have proven to be an unsuccessful way to ascertain what customers want. Create databases to capture customer feedback on service calls and set a person to spend full-time scanning social media sites for comments or suggestions about your products. Include each customer suggestion in the next update of that item.