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.
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Quite a few organizations are adept in implementing projects. When they scale up to executing programs, many of them face initial difficulties. This presentation examines the typical pitfalls experienced by companies during program management and how best they can be addressed.
Santa has performed an organizational assessment and is considering new portfolio ideas to move into the 21st century. One of the business case "winners" is drone delivery. Let's consider and evaluate the business benefits associated with this business idea. Shall the elves leap to implement this or is project execution caught in the fog of cloud business hype?
Save Time With Tools + Templates
Large projects often require tracking by work streams. Work streams are the progressive completion of tasks by a specific group or project team. For example, the work streams for a manufacturing facility may include engineering, drafting, procurement, fabrication, quality control and shipping.
This Power vs. Interest Matrix template—developed with Microsoft Excel and little bit of Visual Basic for Applications (VBA)—is the ideal tool for stakeholder analysis. Fill the fields with your stakeholders name, give a number to power and interest, classify the engagement and write the stakeholder's expectations. After all stakeholders are identified, print the matrix and keep monitoring the power and interest of each stakeholder during project execution.
We often encounter work that may not be properly documented. This practitioner designed this template for his clients to define their business or operating processes (when those are contentious). This template may be used for projects that create an SOP document as a deliverable.
Learn From Others
In 1998 a project was chartered to develop an international standard for industry and government strictly through the grassroots efforts of unpaid volunteers. Their journey led to the development of the Organizational Project Management Maturity Model (OPM3), and this is their story.
Why do you have to make things so complicated? Using buzzwords and bafflement as a tactic to gain approval is diminishing in practice, and PMs lead the way with their ability to analyze, educate and prioritize to get approvals right.
When you make the effort to determine if a project is actually complex, you can often figure it out pretty quickly based on a combination of the following criteria…
Projects live and die by decisions. Such decisions are seldom made in isolation and are often the product of deliberations ripe with dominant management culture, stakeholder egos, their politics, risk appetite and resistance to change. Learn how you can maneuver these moving pieces skillfully to influence project sponsors and stakeholders toward concurrence.
People are never interchangeable parts. Yet most organizations engage in little contingency planning for the inevitable human downtime. In this article, the author gives an example of poor planning, raises a reminder to managers and gives some practical steps to mitigate the problem.
Executive sponsorship is a top driver of project success, but many organizations struggle with leveraging this much-needed resource. From cultural readiness to training and support, companies need a holistic approach to establishing and improving their executive sponsorship programs, according to a new book.
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.
If we ask a PMO leader why their PMO exists, the answer is frequently at odds with what is evidenced by the work they perform. Why is that, and what can we do about it?
Complex projects are, well, complex. That requires a different organizational support model, but what should that look like?
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...
In many organizations, the career track for project managers can be a rather one-dimensional climb to the top. This article (for career-minded project managers and employers alike) recommends an alternative model, one that is more realistic, dynamic and strength-driven. It is in an organization’s best interest to leverage and reward such strengths in order to reap corporate benefits.
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