To add value, PMOs have to improve the quality of project delivery. That means they can't stay neutral. The PMO must take a stand when sponsors and stakeholders have a difference in opinion.
Strategic business innovation has begun to create new markets, products and services—and establish new business models. All of this has the potential to disrupt existing markets. What effect will this have on your organization—and your career?
If you want a successful career in project management in today’s world, you need to develop—and manage—a clear strategy for what you want to achieve. But how many PMs actually do that?
MRO (maintenance, repair and operations) services today have greater challenges to deal with to meet the present demand-supply requirements of an increasing number of aircraft flying. This case study identifies opportunities that can be realized by slightly steering strategies and realigning priorities with respect to resource planning and buffer management.
Flex for Success: Case Study on Maintenance, Repair and Operations
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The process of digital transformation causes immense fatigue not only for the organization, but also for the people undergoing and executing the change. The article covers some best practices to help overcome this challenge and be successful.
What should you do to ensure lasting change in your organization? George Trachilis, Shingo Research Award winner, explains this is as easy as 1-2-3. However, it is not simple. It requires understanding your true potential as a leader and transferring the same challenge to your students.
By Christian Bisson When I was asked to write about a project that inspired me in the last 50 years, I didn’t have to look back further than last year. That’s when I had the chance to a ...
People often claim that arguments and disagreements lead to negative effects on a personal and team level. However, in many cases, constructive arguments proved to lead to positive results such as cre ...
After graduated from my university major " planning and project management " i now work as a PMO Head officer in a software organization, My obsession in project management made me thirsty to learn ev ...
Under the assumption that questions or comments meet the standards set in the user guidelines of the site - what do you consider “best practices” from your personal experience on PMC? What creates th ...
Can anybody guide me as to how to learn the ITTO's of all the processes in an easy way. ...
Jessie Shternshus founded The Improv Effect to help businesses reach their full potential by means of interpersonal-communication skills training. Her work includes leveraging tools and practices from ...
As project managers we are (or should be!) very familiar with the concepts of risk response, including secondary and residual risk. As a quick refresher, secondary risk is new risk (threat or op ...
I get it. Managing project budgets is daunting when you start out. Suddenly, someone is giving you thousands to track and manage. You’re approving invoices for more than the cost of your househo ...
What is the purpose of a Project Management Office? Before you answer, consider the analogy of the purpose of your local newspaper. Why do you think it exists? To inform its subscribers of goings-on? ...
The vast majority of articles you can find that talk about helping PMOs succeed are not addressing the right audience. If you want your PMO to excel, you have to get people involved who are enablers of that success. And that’s not just the PMO head!
To further assist in the health check process, this series continues with an examination of the rationale as to why each statement within each dimension is deemed to represent a healthy practice. In this installment, we look at the statements in Section 2 of the PMO Health Check Worksheet: Project Planning.
You don’t have to be a seasoned project manager to have a negative view of the lessons-learned process. But is it really such a waste of time? New PMs especially should carry out lessons learned as often as they can. Here are some ways to do that...
PMOs are tasked with managing the project assets of the organization throughout the project lifecycle. Thus, it stands to reason that the health-check process should evaluate the PMO in terms of how well it functions in context to that lifecycle.
To further assist in the health check process, this series continues with an examination of the rationale as to why each statement within each dimension is deemed to represent a healthy practice. Up first, we look at the statements in Section 1 of the PMO Health Check Worksheet: Project Portfolio Management.
PMOs can create tensions with project managers and teams, and those tensions can have undesired consequences. While PMOs do a lot of good things for organizations, sometimes the best thing to do is nothing at all.
As project manager for a newly rebooted team, this author supported its natural drive for a culture emphasizing work order data integrity. A key ingredient for the project’s success was approaching the transformation project through the role of a “scribe.”
In the current digital era, organizations must keep with the pace of market and competitor dynamics. During these change initiatives, they need to clearly understand what factors and elements constitute as transformational—and what existing elements need continuous improvement.
This is in the sixth installment in an 8-part webinar series, A Billion Dollar Project Health Framework, presented by Uri Galimidi. The series covers an advanced yet practical framework which Project Managers can use to assess the health of their projects. The framework consists of eight key project management areas. This webinar covers Stakeholder Management.
In this webinar, we will discuss how mediation, an alternative dispute-resolution technique, can defuse tensions to make for a more productive work place. Using mediation skills instead of imposing a decision, you will be able to apply communication skills, objectivity, and creativity to help disputants reach their own voluntary solution to the conflict.
No one loses weight just by wearing gym clothes or acquiring gym equipment. Likewise, dressing an organization with new technologies and exotic tools is not enough to achieve the expected benefits. Could it be even as dangerous as putting roller skates in an elephant? What is needed to ensure lasting results in digital transformation? The key is in the human side.
Martial arts principles are applied to first manage the self, the people around you, and the environment around the people, this is very similar to a project management context, and many of the principle are directly applicable and can lead to more positive experiences and positive outcome. Participants will get a basic understanding of these principles, why they are important in a martial arts context, examples of how they relate to the project management discipline, and how to practice them.
Based on the presenter's experience as a practitioner, this webinar is an analysis of the principles of the Earned Value Standard and the challenges of using it in Agile projects.
A PMI-funded research study identified how project staff use their knowledge networks to build project capabilities, and how knowledge is transferred, translated and managed in these networks. We also explored the role of networks in providing mutual support for 'members' and as a coordination mechanism for the project. The outcomes of the study will help project staff, and their organizations, to understand practical network design strategies and behaviors to transfer and manage knowledge across and within different project environments.
This is in the eighth (and final) installment in an 8-part webinar series, A Billion Dollar Project Health Framework, presented by Uri Galimidi. The series covers an advanced yet practical framework which Project Managers can use to assess the health of their projects. The framework consists of eight key project management areas. This webinar covers Methodology & Tools.
We stand on the verge of the 20th anniversary of a curious date: one where, for many reasons, the world didn't end. Y2K was a global project of immense proportions, as organizations literally raced against the clock to prevent their information systems from failing as the rest of the world celebrated the dawn of the new millennium. For the most part, they kept going. This webinar takes a retrospective view of the Y2K project, one of the largest coordinated systems efforts that the world has yet seen; it offers an alternative perspective and far more insight into the management underpinnings of how to manage an effort that was complex, diffuse and world-wide. Join Peter de Jager for a look back at a global incident that monopolized the activities of nearly all IT departments through the 1990s. He'll explore what we've learned, what we still have to figure out, and what we are perilously close to once again forgetting.
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