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.
A new report from Project Management Institute highlights six foundational practices for establishing an Agile culture, including rapid response to opportunities, shorter review-decision cycles, elimination of organizational silos, alignment of capabilities to strategy, a focus on change management, and integration of the customer’s voice.
A research institute is sidestepping bureaucratic barriers to innovation and spurring leadership across all organizational levels by applying Silicon Valley approaches to the more staid field of education. The model has delivered some winning outcomes, and now ideas are pursued without fear of failure.
Does your organization have a process for ensuring that a strategic initiative's desired outcomes are thoroughly understood and achievable? This two-page document helps to structure thinking around identifying, quantifying and validating the benefits of a proposed project. By discussing and answering these questions, you will address the key areas of strategic alignment, analysis and accountability.
Productivity is the art of doing more with the time, money and resources at your disposal. To enhance the productivity of an organization or team — be it streamlining processes, improving communications or fostering innovation — leaders need to pay attention to these six cultural attributes.
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?
A PMO’s mandate is not set in stone. As the needs, objectives and expectations of an organization change, the PMO mandate must also shift to reflect these new realities. Here are three ways that program/portfolio management leaders can help make sure the PMO maintains its relevancy.
Change initiatives can be mentally and physically taxing because it is more challenging to be in a “mindful” state of learning something new than in a “mindless” state of doing the familiar. Physical or cognitive “nudges” help — not by forcing adoption of new ideas, but by creatively eliminating obstacles so that it happens naturally.
At some point during an Agile transformation effort, individuals and teams start feeling better, worse or indifferent about the changes taking place. Beyond the mechanics and mantras, what should organizational agility "feel" like? Here are seven “DNA markers” to gauge if you're on the right track.
Agile methods have the capability to transform IT-business relationships and positively impact value delivery. But IT leaders must be dedicated to the culture change necessary for success. Here are 10 guiding principles you need to know about agile development.