Project Management


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Agile 101: Change Companion

by Jas Chong

Many organizational change initiatives are undone by lack of buy-in, fuzzy goals or basic human fatigue and resistance. A better of understanding of some basic agile concepts such as minimum viable product, short release cycles and feedback loops can be helpful in overcoming these pitfalls when leading transformative projects.

Leading Change from the Middle

by Tim Wasserman

Projects require people and organizations to change ... sometimes during execution, inevitably upon completion. Right in the middle is the project manager, who must communicate up, down and sideways to overcome resistance, gather influence and develop a sense of ownership among those affected.

The Science of Change

by Tom Somodi

Change initiatives require more than hiring a consultant or following a particular methodology or process. What works in one organization does not always work in another environment. The key is to understand the science behind change, and then use these general rules and principles to our advantage.

Change Management Guide from PMI


A new guide identifies effective change management practices and how practitioners and organizations can apply them in the context of portfolio, program and project management. It is available as a free download for a limited time.

Straight Dope on Scope, Part 2

by Ellen Gottesdiener

Project teams will always feel pressure to reflect changes in stakeholders’ needs by expanding the scope of products being developed. Rather than resist these changes, anticipate and manage them. Here are three more tips for managing product scope changes, including visualization models and transparent decision-making.

Straight Dope on Scope

by Ellen Gottesdiener

Changes to scope are inevitable, but they aren’t created equal. Good scope changes occur as you discover requirements that serve project goals and align to product vision. Here are three tips for systematically managing product scope with an understanding of business, customer and technical value considerations.

Take Two on Change

by Angela Workman-Stark

With 70 percent of change initiatives doomed for failure, many executives are hesitant to lead or champion efforts that so often do more harm than good. But after disbanding a change initiative in 2008, the Royal Canadian Mounted Police applied several lessons learned and found success in transforming its governance, culture and accountability.

Adaptive Action

by Glenda Eoyang

It’s easy for an unfettered 20-something to embrace chaos, transience and everything else the “Generation Flux” mind-set implies. But what if you don’t love chaos? What if your team is made up of 40-somethings with mortgages? Here's a cheat sheet, based on three simple but powerful questions, to help you leverage uncertainty in your organization.

Lead Your Team Through Change

by Chuck Inman

When you understand the three phases of change, you have a much better chance to reach your objectives. Here are four impportant steps to help your team navigate the phases of change — from creating a clear view and moving quickly, to communicating continuously and recognizing early achievements.

Pause and Assess

by Vincent McGevna

Despite our best planning efforts, unexpected events will bring problems to some projects. When they do, resist the temptation to respond in an ad hoc fashion to get back on track. It’s better to perform a formal assessment and make changes with the same care that went into the original plan.

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Do, or else do not. There is no 'try'.

- Yoda