The only thing you can reliably change or control in any company or team is yourself. So start there and be a truth-teller, says Mindy Mackenzie, author, McKinsey senior adviser and former WalMart executive. It’s the first step in building a credible partnership with your boss and collaborative, reciprocal relationships with your peers.
Project managers play a critical role in helping organizations close the gap between expectations and achievement, according to a new report from Project Management Institute. Successful practices include engaging cross-functional teams and keeping business owners informed about benefits-related issues.
A project’s goals and a project manager’s success measures are often conflated, but they’re not the same thing. Goals come from stakeholders; they are outcome-driven and focused on organizational impact. Success measures demonstrate the work achieved. Here’s a closer look at this key distinction.
Project teams in regulated industries must get compliance requirements right — a company’s reputation and legal standing depend on it. Here are eight best practices to help PMOs, product owners and business analysts to better understand complex regulatory environments, interpret rapidly changing regulations, and develop clear, complete requirements.
Once a non-agile customer or sponsor begins to see the benefits of an agile approach, it is critical to reaffirm their leap of faith and build trust through demonstrations that deliver working product, facilitate open discussion and change-focused feedback, and keep the project on track.
What happens to your agile principles when a customer or sponsor insists on knowing the cost and duration of a project before you even start? It’s a common quandary, but there are ways to show a non-agile client the benefits of going agile, starting with a discovery project.
A customer-centric PMO goes beyond cost reduction efficiencies and aligns itself with initiatives that benefit customers, which in turn benefit the business and the workforce. To justify this focus, the PMO must be able to measure the value of customer initiatives through several metrics.
Many organizations collect mountains of data that produce negligible benefits. But a well-run measurement program can provide huge ROI, from more accurate cost and schedule estimates, to streamlined processes, to better insights and decision-making. Here are seven guidelines for building and maintaining a metrics program that delivers value to your organization.
As catalysts for collaboration to providers of protection, sponsors can bring many benefits to strategic initiatives. But a hierarchical culture can severely limit this potential value. Project leaders need substantive interaction with sponsors that goes beyond review/approval and offers end-to-end engagement and support.
When teams are working in multiple locations, time zones and cultures, there is no substitute for clear upfront goals, real-time visibility, flexible work approaches and powerful collaboration tools. Here are seven measures that are fundamental to success on global projects.