Not every project failure is the result of inadequate performance by the project team. Sometimes the fault lies outside the project, with misplaced or moving targets. But if we want more successful projects, there are some simple techniques we can use to ensure that we hit the target first time, every time.
Today’s successful project management practitioners must add value to the business by offering solutions supporting their company’s strategy. Those who cultivate and apply these four key skills can effect “change without apology” and become more meaningful contributors to their organizations and clients.
With 30 years of experience in project and portfolio management, Pat Durbin has witnessed and helped influence the evolution of the PPM marketplace. Here, the founder of Planview shares some best practices and predictions, including his belief that project leaders must "think earlier" in linking strategy to innovation.
Ignoring the people side of change is perilous — to budgets, timelines and, ultimately, project success. Recent research points to three leading change management success factors, built on a foundation of active executive sponsorship and open communication.
Everyone seems to agree on the importance of scope, but there is much less agreement on what it is and where to find it. By focusing on a project’s “product” (whether tangible or intangible), project managers create greater clarity around the implication of all changes.
Your chances of success in any major change initiative are directly linked to the capabilities, commitment and experiences of the stakeholders involved. Do you have any idea who these influencers and decision-makers are — really? Here’s an assessment checklist covering a range of important attributes to help you find out.
Agile project leaders expect change and respond accordingly rather than follow outdated plans. In practice, they “envision-explore” versus “plan-do” — they understand the limits of anticipating and trust more in their ability to adapt their processes and practices as necessary.
Plans aren’t sacrosanct — they’re meant to be flexible guides, not straightjackets. Agile project leaders focus on adapting to inevitable changes rather than opposing them. In this way, value and quality are the end goals and the plan becomes a means to achieve them, not the goal itself.
When managing change initiatives, project leaders and stakeholders must consider the impact the planned changes will have on a variety of factors throughout the business environment. This “project world view” includes external relationships, products and services, technology and much more. Here’s a framework to follow.