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It is no longer enough to proactively forecast, budget and staff projects. The rapid pace of change requires next-generation strategies that use predictive analysis. And new predictive technologies are transforming project portfolio management, providing the insight to manage forward, rather than looking through the rearview mirror.
Meetings are most often the setting for engaging new ideas, confirming previous positions and making important decisions. But there are a number of common psychological traps that can sabotage the process and the decision-making of well-intentioned project leaders, including dissonance, rationalization and circular causation.
In part two of our conversation with Personal Kanban expert Jim Benson, we share some anecdotes of teams dealing with the problems of Work In Progress (WIP), followed by some antidotes for how we can prioritize and limit it, consciously and collectively. [12:30]
Organizations can no longer depend on all-knowing leaders or better mousetraps to succeed. In today’s rapidly changing marketplace, the only way to develop and sustain a competitive advantage is to create a high-performance learning culture. Here are four fundamental steps to build it.
How much influence does any one individual have on an organization’s culture or values? What about the “culture” of a project or program, from accountability to communication? Here are 10 ways that you can make an impact in establishing a flourishing culture around core values.
Project leaders need to be aware that they are always being observed, that a few careless words have the potential to undermine years of good work. We might think that we would never show poor judgement, but we still occasionally act or speak without thinking, and that’s when we risk serious damage to our teams and reputations.
Whether cutting wasteful meetings, addressing conflict, or better aligning decisions with business needs, every decision a leader makes will have ramifications. It is approach, attitude and skills that will determine if those choices are helpful or a hindrance. Here are four ways that you can create a positive ripple effect.
Leaders are made, not born. Here, leadership development expert Al Bolea discusses the two crucial “gateways” into leadership mastery … the importance of aligning your message and performance metrics … and the problem of “serial reorganizers” who create “zombie syndrome.”
It is no longer a question of if organizations should embrace mobility, but when. Mobile solutions offer project, program and portfolio managers unprecedented access to essential information that has a direct impact on high-stakes decision-making and communication. Those who overcome resistance and address concerns will lead the pack in innovation, opportunity and growth.
The challenges many organizations face when making critical decisions can be grouped into four key areas: constrained resources, process and technology gaps, and cultural issues. But these problems can be overcome with an approach that blends the best of individual and group contributions.
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