What does a high-performing team look like, and how do you build and maintain one? Here, Maria Kozlova from Comindware shares four best practices, including clarity of objectives and visibility into activities; availability and centralization of up-to-date information; comprehensive, customizable reporting; and collaborative decision-making. [13:50]
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.
We need to ask meaningful questions to clearly understand and track the strategic alignment of our programs. Here are critical areas to review with stakeholders, covering vision, mission, objectives, structure, leadership, people, incentives and adaptability.
Project Management Institute’s latest Pulse of the Profession report shows how high-performing organizations embed efficiency by developing strategies, techniques and teams built from use of sound project management practices.
Why tear down a liveable house when you could remodel it to suit your specific needs? Specializing in test-driven development, “chief code whisperer” Scott Ford has built a team at Corgibytes to fix and maintain existing applications, which he likens to solving a mystery. Here, he advocates for disciplined documentation and offers suggestions for project managers who want to "peek" into the process. [13:45]
What’s the difference between a “strategic initiative” and a “project”? The question has sparked debate within the project management community. Here, IT strategist Erika Van Noort shares her thoughts on why it matters, and how a change in terms can reframe the mindset of everyone involved, leading to better results.
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.
Active engagement by executive sponsors remains the top driver of project and program success, according to a new research report from Project Management Institute. But sponsors are assigned to fewer than two-thirds of strategic initiatives, and overextension, communication gaps and lack of skills development often limit or inhibit their ability to be effective.
A common misperception is that an estimator’s job is done after a project’s parameters are set. On the contrary, estimation should be conducted throughout the project lifecycle to reflect inevitable changes and to improve estimates on other projects. Here are three ways to maximize estimating efforts — before, during and after your project is complete.
The best process for your project should be determined by careful consideration of key factors, including overall complexity, the level of risk involved, and time-to-market requirements. Often, a flexible hybrid approach fits best, but it must agreed upon by management and the team before the project starts.