Flexible work approaches allow teams to use the methodologies that best suit their needs. Agile and Waterfall methods can be used within the same program or portfolio of projects, but like any successful marriage, it takes compromise and adjustment. Here are six guidelines to make it work and make your organization more Agile.
Can we come up with an economic model that shows whether Agile practices actually deliver the promised value? Troy Magennis is working on it. Here he discusses how quantitative metrics can serve as a common language to join disparate perspectives within an organization, and why intuition is no way to drive real transformation. [33 min.]
The difference between a successful Project Portfolio Management implementation and a drawn-out process that fails to make the most of your investment often comes down to a lack of planning and poor change management. Here are six questions to ask before the kickoff to ensure you set the right expectations, with the necessary support and staffing.
IT departments — and project teams in general — need to build a more collaborative, two-way relationship with the business side of their organizations, serving as an advisor and strategic partner. Sometimes that means knowing when to say “no” in order to prioritize needs, align work, and innovate solutions.
How does an organization ensure that its corporate culture recognizes, supports and enables high integrity? An important step is to identify the “hidden” leaders who help facilitate solutions on project and programs. Here are some examples of how they can be found.
Some 87 percent of businesses fail to execute their strategy each year. Disconnectedness is at the heart of the problem, according to strategic execution consultant Dan Prosser, whose new book offers eight insights into why and how to fix it, from the power of conversations to the possibilities in chaos.
Many things can change in the time between a project's approval and its actual start date. That's why we should include a final authorization step before any project kicks off. Here is a checklist of questions to help validate six critical areas of the project based on the most current information.
The ability to fully support and enable your team to grow, and at the same time challenge and stretch it, is a skill that can be learned and honed over time. Let’s look at how you can do this by using the concepts of yang (which pushes continous improvement and innovation) and yin (which steps back and enables the team to do so).
An organization’s cultural behaviors, processes and tools shape the way project information is reported, which, in turn, shapes decision-making at the executive level. In order to improve visibility into project portfolios, we must first reduce the fear of raising red flags — and then go beyond our comfort zones to start looking differently at what we see.
The strategic PMO goes beyond tactical execution and helps an organization bridge the gap between high-level strategy and project implementation. Here is a roadmap to get there by focusing on capabilities, prioritization, resource allocation, value realization and, ultimately, delivery, which encompasses measuring, understanding variance, predicting, realigning and reallocating.