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...
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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.
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.
Human resource-related projects can be high visibility and affect a large number of employees. Understanding organizational change management critical success factors will help you monitor effectively—and focus the attention of your project team on the highest-priority risk areas.
|A.||Strategic objectives are marketing magic created to convince stakeholders that an organization is doing well. They are not important to a project manager or a project team, and if assigned you should quickly refuse their care and maintenance. Otherwise, when the company reports do not look good, you will be blamed.|
|B.||While many project managers are familiar with a company having strategic objectives, and even a lucky few are allowed to know what they are for the assigned projects, not many realize that tracking them is very much a numbers game that is well within the skill sets and abilities of most of us.|
|C.||Only the sales team has access to the numbers you would need to create strategic objective reports for upper management. They can manipulate sales numbers to make them look good, so the VP of Sales should ask his staff to capture the data and create the reports.|
|D.||While having strategic objectives sounds good, all that matters is that the project teams are creating the deliverables they are asked to construct or create in the Project Charter. Since you are not involved with choosing them, you cannot fairly be asked to track them throughout the organization as it will take time away from the project work that should be your focus.|
There are many reasons why learning and development departments are vital for organizational success and development. Learning is directly connected to employee performance metrics; it helps people progress in their careers—and the company to move forward faster.
Sometimes, what a project manager needs to do is at odds with what their employer says they should do. Is that ever okay? How do you avoid problems?
The project team can make or break a project; resource assignment can make or break a team. How do organizations ensure the process is effective?
Yes, it is important! Grooming a successor CIO can create ripples in a tightly cost-controlled budget. Many have weighed in on the challenges CIOs face when trying to identify and groom their successors. Here are 10 major factors that drove this former CIO's eventual identification and selection of his successor.
Developing the business acumen to understand and provide the right feedback to senior leadership to pick and choose the right projects that will help achieve the larger strategic objectives is essential for the modern-day PM. Are you ready for the challenge?
As portfolio planning and the ability to tie strategy to execution grows in importance for organizations, what role can business analysts play to increase effectiveness?
Of of the most significant challenges for PMO leaders is managing relationships across the organization. And as the PMO’s role becomes more and more central to all elements of corporate planning and project delivery, politics inevitably come into play. How do we manage that minefield?
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