If the project manager is responsible for providing the project purpose, then the sponsor has to be accountable for it--and they are rarely held to that accountability. As projects become more focused on business benefits rather than project deliverables, that’s becoming a major issue.
Project managers realize an engaged and supportive sponsor is instrumental in ensuring project success. However, many PMs struggle with building a collaborative relationship with the sponsor. This article presents three sponsor/project management relationship concepts.
Entrepreneurs and those who operate within organizations that have resource-competitive environments share the desire to run a project. However, they require an initiative of leadership, support and investment in order to get started. These are the people who need to actively search for project sponsors.
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.
A sure way to disappoint our stakeholders is to deliver features and functions they never asked for without implementing their real requirements. We assume that our stakeholders will be awed by these ...
Establishing boundaries and saying "no" is a daily occurrence. But saying "no" and delivering bad news isn't particularly fun to do.
I have having to say "no," but I'm trying to embrace the term. A ...
I am working in a huge Business Transformation which is going through a bumpy ride. Thought every transformation is unique, this is what, I think, we could have done better which also applies to most ...
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.