We hear a lot today about the importance of project managers understanding the business reasoning for projects, but there isn’t anywhere near as much written about how PMs can gain that knowledge and understanding. Here we take a look at helping PMs to learn and appreciate the strategic elements of projects.
We often fix one problem in isolation to the rest of the challenges we face in a project or process. Why do we limit ourselves and fail to look at the bigger picture, putting our project into the context of that more important view?
As a PMO leader, are you driving change, or is it driving you? In all too many cases, PMOs are reactive--implementing a solution in response to a problem. In this article, we argue for a more proactive approach.
Many organizations make the business case exercise more painful than it already is. They create cumbersome procedures and templates that circumvent its principle purpose and provide no useful information. What can you do?