Like the telephone game in which a message changes as it is whispered from one person to another, a lot can get lost as strategic initiatives travel across an organization, from idea to plan to execution. But it’s no secret that transparency is key to keeping priorities aligned.
Value-driven projects differ from plan-driven projects in significant ways, including how teams are formed, how funding is obtained, how scope is determined and how solutions are achieved. They seek valuable rather than predictable results. Here’s a roadmap to making the switch.
Adapting basic project management software for a professional services environment requires two significant additions: versatility to accommodate a host of new metrics, and unity to ensure those metrics are synchronized with the old, accessible to all, and transparent.
Most project management processes — assigning deadlines, monitoring resources —originated in IT and manufacturing. But they don’t translate well when applied to the creative world of an all-digital agency where products are often borne out of inspiration. So how do you manage a project that is dependent on spontaneity?
Many PMOs focus on measuring activities and tracking on-time, on-budget delivery of projects. That’s not enough. Ensuring value through business and strategic impact should be their top priority, and that requires a focus on outcomes. Here are three steps for employing a value-centric approach.
An effective software measurement program is a long-term investment, not a quick fix. Here are 10 steps to ensure your organization’s metrics deliver a positive return on that investment, from more accurate cost and schedule estimation, to streamlined processes and better insights into current and future commitments.
Most major organizational initiatives require visible, unambiguous, short-term wins to persuade skeptics and marginalize cynics. Strategic change leaders need to identify the low-risk actions within the larger effort that will have the widest impact, and then publicize the results. Here are helpful tips and real-world examples.
Successful projects deliver value; they benefit their organizations. But many organizations bring a haphazard approach to benefits realization, from unrealistic business cases to short-sighted decisions during execution to a stunning lack of post-delivery accountability. Let's take a look at these issues, and what can be done about them.
The traditional metrics of time, cost and scope are rarely sufficient to determine how a project or program is really performing. It’s important to dive deeper to find the ‘why’ behind the numbers and ensure surface-level data isn’t giving a false sense of security (or doom). Here are some ideas.
When team members feel that the organization as a whole isn’t interested in the project that they are delivering, they start to check out, increasing the possibility of careless mistakes and failure. But with a few simple steps, project leaders can often prevent this common morale problem.