A (not very) true story of Christmas in one household can teach us a few important project management lessons. Before you get too stressed, put in some proper planning, calm down and enjoy our annual holiday sidetrack.
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When things go wrong in a project, project and program managers should ask themselves: Did I honor the technology trinity? There are three key components that should be honored in any technology project: people, processes, and technology. There is an art to evaluating the trinity, and project managers need to become more analytical and question and validate understandings, assumptions, and changes for all three components of the technology trinity.
When we talk about what makes a project successful, where does ”Tone at the Top” fit in? In other words, how does management commitment and support truly enable and enhance a project’s success?
The BBC has recently installed an 800 number for all of its employees to use for complaints about other coworkers. The intent is to give employees management's ear about potentially inappropriate things that may be happening in the office--and the potentially inappropriate behavior of coworkers. Interesting idea. What do you think?
This year's top 10 business analysis trends focus on leveraging the power of requirements at all levels through Agile and business architecture to deliver business value to the organization.
Presenter and author Joel D. Levitt shows how to set aside 10 minutes in your week to set yourself and your team up for having great, productive meetings.
For many organizations, it may not be the right time to have a full-time employee leading your innovation efforts. Here are 10 reasons why it may be more appropriate to hire a part-time innovation enablement leader instead of a full-time one.
What does it take to do world-class business process improvement projects? Does it take a total corporate infrastructure dedicated to the task? Does it take lots of automated tool sets that do process analysis, simulations and collaboration? The answer may surprise you...
What does it take to do world-class business process improvement projects? Does it take a total corporate infrastructure dedicated to the task? Does it lots of automated tool sets that do process analysis, simulations and collaboration? The answer may surprise you as we conclude our two-part series.
One of the primary talents international leaders need today, is the ability to manage and leverage cultural differences. Today’s manager has to work in both international and cross-cultural environments. Consequently, managers are now required to deal with challenges stemming from inter-cultural communication differences. Therefore, successful management demands cross-cultural competency.