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.
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Is Your Agile Transformation Set up to Fail? Find out at the PMI® Organizational Agility Conference 2016, FREE and Exclusive for PMI Members. We know there are barriers that slow your organization’s ability to be agile: failed agile transformations, complex organizational processes, team dynamics and the uncertain role of the PMO in an agile environment (just to name a few). Attend the PMI Organizational Agility Conference 2016 to get help breaking down these barriers. It’s free for PMI Members.
This session will give you a unique perspective in the possibility of using lean and agile in unison, not only to all kinds of projects, but at overall organizational project management, as well as a top down view on your organization as a Lean-Agile (LeAgile) Organization. The session will endeavor to link the conceptualizations from top-down as well as bottom-up approaches to enable audience get a wholesome picture of a LeAgile Organization.
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?
Organizations are becoming more complex. Gone are the days of simple Org Charts where things flow in an orderly fashion. Complex matrix organizations are now the norm. Projects are pulling resources from different parts of the organization and, many times, from entirely different organizations. How can Project Managers be successful in matrix organizations?
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.
Project management is becoming increasingly focused on benefits. Can service management make a contribution toward improving benefits performance after the project is finished?
Setting up a PMO for the first time? No project management experience? Learn how you can “wow” them in 100 days! In Part 1, the author explores ways you can become a PMO leader, skills you need for the role and the mindset you need to apply immediately.
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.
Project managers have roles that require them to perform a wide diversity of tasks, and attend a lot of meetings. When does that become overkill, and what can we do about it?
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?
When an IT system moves into an operational environment, project integration virtually disappears. Operational support is a vital element of IT service management, but should it include closer integration with project delivery?
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.
In this article, we will explore how IT projects can benefit from cloud technologies, both in traditional and agile projects. Online project tools are widely available for usage (team spaces, office software, etc.), but IT projects can take this a step further and save time and costs—and reduce risks when the infrastructure goes cloud.
How does your organization and its hierarchy have an effect on your projects and project management? The answer is dependent upon the type of organizational structure you have in place.
There are a lot of different PMO models in place, but is there a consensus view on how many PMOs an organization should have…or at least how multiple PMOs should be structured?
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