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Strategic Agile: It Doesn't Have to Be a Complex Model

by Andy Jordan

If agile is still considered a “hot” trend, then strategic-level agile has to be the hottest part. But what does that really mean? Are strategic agile approaches a bad idea, are they a good idea badly implemented...or is something else happening?

Do You Have a Cryptocurrency Strategy?

by Kevin Coleman

The rapid evolution of cryptocurrencies is creating a substantial amount of opportunities and threats for existing financial institutions and governments, not to mention challenges for businesses and individuals. Are you prepared for the cryptocurrency revolution?

Around the Block(chain)

by Kevin Coleman

A hot technology that is gaining momentum and stands to have a fair amount of disruptive characteristics is blockchain, a peer-to-peer distributed/decentralized ledger technology for a new generation of transactional applications.

The Politics of Integration (Part 2): A Solid Project Delivery Start

by Andy Jordan

In the first article of this series, we looked at annual planning processes and the role a strategically focused PMO should play in that foundational element of portfolio management. Continuing the look at political challenges for portfolio-focused PMOs, we look at the impact on project initiation and planning.

2016 Survey Roundup: Trends in IT

by Michael Wood

Since the last installment of this annual recap of what IT issues are trending (and where those trends are likely to be going), much has been happening. This installment, the roundup will focus on numbers with CIOs, IT salaries, IT spending and IT security.

Proyectos en Tiempo de Crisis: El Poder de la Priorización

by Jose Gonzalez

En temporadas de auge económico la mayoría de las empresas pueden identificar fácilmente que los proyectos permiten realizar inversiones y mejoras para el crecimiento del negocio, pero que pasa en tiempo de crisis, ¿es necesario realizar proyectos?

Workmageddon: Project Management

by Giles Miller

Project management is the application of tools, know-how and skills needed to accomplish project activities, satisfy stakeholders and make a little money, too. These skills are particularly valuable to entrepreneurs in a wide variety of fields. What can entrepreneurs in the hip-hop business teach us about project management?

Is the Center of Excellence PMO Dead?

by Andy Jordan

With more focus on strategy, more tool-driven automation and more diversity in project approaches, is there still a place for a PMO-driven center of excellence for project management?

Strategic Disruption: The Impact on PMs

by Kevin Coleman

Every organization’s strategy must continuously evolve. This is driving organizational transformation to change at a pace that many find difficult to keep up with...and failure to keep up with all these changes is a very dangerous position for any organization to be in.

A Perception Change: Moving the Goal Post

by Laura Burford

Project managers excel at managing the project schedule, but many of us are not accustomed to revisiting the original premise of a project. There are four very simple and practical “perception” risk mitigation techniques that PMs and teams can implement.

Researching Project Success and Failure

by Konstantin Ryzhkov

What defines a successful project? Are there any techniques that we can improve on to increase the quality of our projects and the speed at which they are executed? Is it useful to apply specific methodologies when completing certain projects? One practitioner's informal research led to some surprising results.

Your Social Media Strategy

by Michael Wood

Project managers must often develop a social media policy—and make decisions about the tools that will be used to digitally communicate and share project-related content. Here is some guidance for PMs to consider when developing a social media strategy.

The Secret Formula for Strategy

by Kevin Coleman

Strategy has been given increased importance with many of today’s leading executives, who recognize that their environment has changed significantly. This has organizations busy trying to find their own secret formula for success in this new, highly dynamic environment.

The Project Chief

by Kenneth Darter, PMP

Whether or not “project chief” is an official title, almost every organization will have one. There are many elements that go into being a good project chief who can impact the entire organization.

Looking Ahead: Project Management Predictions for 2017

by Kevin Kern

In order to move forward, you must sometimes look back—and see that some patterns have surfaced. These are no longer trends, but core competencies of the market. This year, expect to see a renewed interest in some of these tried-and-true methodologies.

Robotic Process Automation: The Future of CRM (Part 1)

by Joe Wynne

With the growing use of robotic process automation in CRM, project managers should consider the needs of these projects as they plan their professional development. To be successful at the growing number of RPA projects, there is special preparation related to delivery strategy, communications and more.

Software Strategy

by Zoran Dobrijevic

Software can focus on several real business problems. Generally, we're seeking technology as a method to increase productivity, solve issues and even save money. How do we find the right vendor? And then as importantly, the right software solution?

CRM/Services Management: The Tech Revolution

by Kevin Coleman

Customer relationship management and support has long been an essential function for companies of all sizes and across most industries. Current technology coupled with multiple technologies that will emerge over the next few years will undoubtedly drive changes to our CRM and services operations, systems and processes.

Topic Teasers Vol. 91: Calculating Benefits?

by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA

Question: Recently, my job has expanded to include helping management look into the future to calculate the benefits from investing in a project today. I vaguely remember doing these formulas to get my PMP, but to be honest I have not really used them in an actual project planning situation. Other than just the math, how do these figures help me recommend amounts that can and should be invested toward projects?
A. The economic marketplace is so dependent on stakeholder interpretations of the news and political events that it is impossible to try to predict the value of organizational projects in the future. Since 2011, businesses no longer use the present and future monetary calculations in their strategic planning.
B. When choosing projects, the one which will offer the highest return on investment is always the best one to choose. Financial value, even if it is delayed longer into the future, is always the wisest way for an organization to direct its investment dollars.
C. Present Value (PV) and Future Value (FV) can be used to see how much business value a project can provide to the organization in the future. It allows mathematical calculations to pinpoint amounts rather than just predictions of good “growth” or “return.”
D. There are many types of value for a company to consider. Each project can be focused to lead to whichever type of value is most important to the organization, but only one of four portfolio value categories for projects can be met by a single project.
Pick your answer then Test Your Knowledge!

On Program Management: The End of the PMO

by Eric S. Norman

Let’s face it: In the project/program/portfolio management world, delivering real value seems to be the most elusive aspect of any PMO. And because of this, the PMO seems to be one of the first places organizational leaders look to “right-size” or “optimize,” reducing the impact and potential value PMOs might generate for their organizations.

8 PM Trends That Will Dominate in 2017

by Atif Qureshi

For project managers and organizations alike, it’s crucial to know what 2017 has in store. In this article, you will learn about the top project management trends that will create a splash. Let’s look into the crystal ball and predict what's in store...

On Program Management: Beyond Delivery

by Eric S. Norman

Here the author shares thoughts about how projects and programs are often delivered—focusing on some considerations for improving outcomes—and comments about what we as leaders who oversee organizational initiatives can do to be more effective.

Stakeholder Analysis Worksheet

PREMIUM deliverable

Every project has stakeholders. Your job is to get to know the ones who will be crucial to your project. This analysis worksheet will help you get a feel for what to expect from various key parties who have an interest in your project.

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I lie every second of the day. My whole life has been a sham.

- George Costanza