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Get to DevOps from Dev vs. Ops

by Will Kelly

Transitioning to DevOps means navigating through internal political and cultural issues that stand between developers and operations teams to find a way towards unification. From identifying pain points and enlisting sponsorship to starting small before you scale, here are seven steps to successfully implement DevOps in your organization.

Stakeholder Assessment Checklist

deliverable
by ProjectsatWork.com

The success or failure of most strategic initiatives can be directly linked to its stakeholders. These are the influencers and decision-makers who have organizational authority to allocate resources, set priorities and drive change. Here is a comprehensive checklist to assess their commitment, capability and communication.

Projects Need Benefits ID

by ProjectsatWork.com

Organizations are wasting money on projects and missing major opportunities to add strategic value because they lack a formal, focused approach to benefits management, according to a new study from Project Management Institute.

Design Thinking + Agile

by Bob Tarne, PMP

Agile and Design Thinking, two leading trends in project management, follow an iterative approach and emphasize the importance of the team. But it is their differences that offer great potential when combined as complementary tools for complex problem-solving, customer interaction and value delivery.

The Product Management Leader

by Rich Mironov

Product management leaders must create an environment in which their teams can succeed. That includes attention to organizational design, behavior modification, and relentless focus on the most important projects. Here are seven ideas for creating conditions that can unleash outstanding product and technical work.

Product Management Leadership Checklist

deliverable
by ProjectsatWork.com

Product management leaders establish the broader context for building great products and services through a combination of processes, trust-building, hiring, mentoring and cross-functional communication. Here is a seven-point strategic framework for creating conditions that can unleash great product and technical work.

Is the Right Way Real?

by Andy Jordan

To turn around an organization sliding into bad project execution habits, leadership first had to agree on what “good” looked like. Only then could standards be clearly defined and translated into measurable practices that drove improvements. There’s still a long way to go, but here’s how a solid foundation was built.

Strategic Initiatives: Big-Picture Guide

deliverable
by ProjectsatWork.com

This document helps leaders of strategic initiatives to realize benefits, work with stakeholders and teams, and align efforts with the portfolio and business objectives. It is not a tactical checklist but a “thinking prompt” for considering relevant items during project background, initiation/planning, execution and handoff. Refer to it on a regular basis as issues arise and circumstances change.

Evaluating Proposed Initiatives: 7 Qs

deliverable
by Mark Mullaly, Ph.D., PMP

Here are seven important questions to consider when evaluating a proposed initiative. They can be referenced by executives or directly posed to the project champion, who may also use them as a guideline for presenting the opportunity. Regardless, they support better understanding of the specifics of any given initiative.

A Reinvention Roadmap

by Aaron Smith

Successful business transformation programs must integrate strategy, people, process, metrics and technology. That’s a lot of moving parts. Here, a seasoned change leader discusses his field-tested roadmap for executing complex initiatives that drive innovation and create tangible value.

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