There are skills for project managers that complement the classic knowledge areas. Possessing these skills can enable a project manager to become visibly more sophisticated in capabilities necessary for larger projects and higher-level roles in the organization.
Far too often, companies are ignoring the basic business rules by moving from one extreme to another with regard to tools, methods and processes instead of managing the change as an evolution. And regardless of the evolution in technology, the social economy and market changes, there is one simple formula that remains constant, one that will maintain the main muscle of your business.
While numerous key performance indicators (KPIs) typically influence IT projects generally, the benefit of tracking all of them may be outweighed by the cost to do so. Therefore, each project must carefully select and manage those KPIs most relevant to its specific situation. This sample template can be used to define KPIs; also included is a table with examples of possible KPIs for each of the previously defined project-critical success factors (PCSFs) and a metric (measure and dimension) for each KPI. Use in conjunction with the article Determining IT Project Health.
Trustworthy assessments of project health are necessary. This article advocates an approach using proactive, objective and metrics-based project health indicators and communication of assessment outcomes by simple executive-level and project management-level dashboards.
For organizations operating in disruptive environments with rapid, unpredictable change, long-term strategic planning must evolve. A clearly articulated, forward-looking destination is as important as ever, but the route to get there must remain flexible on the specifics of how it will be achieved.
How do the business functions of project, program and portfolio management bring about change within organizations? In Part 1, where we establish context, the author looks at two examples when he asks why some succeed where others don’t.
We are all coming face to face with the need to change. Someone with continuous learning on their resume and a knowledge of new and emerging strategies, technologies and processes can position themselves as an attractive hire. Are you maximizing your potential?
Organizations have long acknowledged the role that strategic planning plays in future success. Here we discuss the role project management can play in strategic implementation, as well as the function of the PMO—particularly the enterprise-wide PMO within this context of strategic implementation, using project management to drive the process.
How can practitioners make sure that the projects they are working on align with organizational strategy at every stage of the project? Find out why having a strategic mindset is vital—and how practitioners can develop and strengthen those skills.
The Gartner Program & Portfolio Management Summit is generally regarded as one of the premier events for project management professionals. This year, many of the event’s attendees were actively taking steps toward embracing the changes that Gartner continues to warn us will one day rock our worlds. One attendee explores his experience.
by Doug DeCarlo, Principal, The Doug DeCarlo Group
Nearly 1,500 IT program and portfolio managers, along with CIOs and other senior managers, flocked to Orlando for the Gartner Program & Portfolio Management Summit to gain insight into how to reinvent program and portfolio management in order to succeed in the fast-paced, largely uncharted digital age. In this article, an attendee and speaker gives his take on some key themes.
Spending decisions in a PMO can foster or impede the organization. The process is volatile by the nature of its political implications. To allocate budget and resources in a smart way—and to achieve organizational goals—a measurable approach needs to take the following dimensions into consideration…
With so much projected to take place technologically in the next several years, organizations must be ready to respond. Those that fail to consider several forces into their strategy development will likely suffer slow global economic growth, diminishing market share and business failure. With so much going on, the pressure on program and project managers will be substantial.
Complex projects are often feared as an inevitable drain on resources, a source of never-ending problems and a cause of immense frustration. They can be all those things, but they can also be an organizational springboard to tremendous success.
Today's business environment is extremely complex. No longer is success driven by any one single factor—it requires multiple factors. If you ask what drives the level of complexity of programs and projects these days, you will get a number of answers.
The tsunami of devices from the Internet of Things (IoT) has come to our homes, workplaces and industries—and to the projects we manage and products we create. Let’s see why the combination of innovation and agility is essential to leverage the “power of the thing” to win in this highly competitive market.
The popular managerial acronym VUCA (volatility, uncertainty, complexity, ambiguity) can be useful in identifying and categorizing risks, but a complementary framework known as VUCA-Prime is more helpful in shaping appropriate responses to those risks by focusing on vision, understanding, clarity and agility.
Designing complexity out of the project process begins with ensuring that needless complexity is kept clear of things. Let’s look at some of the drivers that tend to introduce needless complexity into the project management process...
The evolution of the digital age, automation and new energy technologies are elementary to future-oriented corporate management in the mechanical engineering sector—and will continue to gain increasing importance.
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.
"If you would be a real seeker after truth, it is necessary that at least once in your life you doubt, as far as possible, all things."