All organizations have key "influencers" who can help bring a project to life — or stop it dead in its tracks. Here's some advice on how to identify and persuade four types of influencers — Top Dogs, Gatekeepers, Gurus and Players — to move your initiatives and ideas forward.
An organization’s ability to achieve its goals is dependent on many things, but nothing is more critical than selecting the right projects to deliver those goals, and that means you need the best candidates. How do you maximize the chances of that happening? Start with the ideas.
Do team members and executives in your organization see retrospectives as a waste of time and expense? If so, maybe your retrospectives aren’t providing the value they should, from establishing a culture of team learning and stressing continual improvement, to tracking metrics and celebrating successes.
Anna Schlegel has led global technology initiatives for Cisco, VMware and Xerox. Author of a new book about the theory and practice of expanding into international markets, she shares insights on globalization and tips for managing and measuring distributed teams.
Agile teams are self-organizing, and sometimes self-managing, but they still need leadership. Agile leaders create space for failure (and learning) while ensuring that individual performance is aligned with organizational goals. Four "lenses" — areas of focus — are helpful: mechanism, culture, process and motivation.
A project management office can be a crucial advocate for agile transformation, but many PMOs act more like roadblocks. Here are some ideas for building alignment between your PMO and agile initiatives, particularly in the areas of governance, planning, scheduling and change control.
Individuals or teams may react negatively to change for a variety of reasons, from lack of information, to fear or misunderstanding about the implications, among others. Use this worksheet to invite communication and develop an appropriate response that addresses concerns while conveying the need and vision for the change.
In the ongoing effort to link strategy with project execution, one entity can have a huge impact on an organization’s ability to achieve its goals and objectives — the strategic PMO. Here is an overview of an “up and out” approach that integrates groups and functions, dealing in the "currency" of relationships.
Leaders and executives in agile organizations must embrace the idea that the future is not only unpredictable but unknowable. They must focus on creating an environment where self-managing teams can thrive. And they must get comfortable with being wrong a few times in order to find the correct path.
In business environments that demand rapid response and adapting, leaders need decision-makers throughout the organization. But trading control for agility requires even more leadership skills. Here are ideas and actions to diversify and accelerate the decision-making process, which will improve short- and long-term performance.