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The strategic PMO goes beyond tactical execution and helps an organization bridge the gap between high-level strategy and project implementation. Here is a roadmap to get there by focusing on capabilities, prioritization, resource allocation, value realization and, ultimately, delivery, which encompasses measuring, understanding variance, predicting, realigning and reallocating.
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.
Agile coach, consultant and author Bas Vodde shares insights and practical tips for scaling Scrum efforts in larger organizations, including key principles of the Large-Scale Scrum (LeSS) framework, which features fewer roles, artifacts and handoffs, among other guidelines. [32:40]
Smart, high-performing organizations are structured to react more quickly to external and internal shifts. They view the future as a possibility, change as an opportunity, and their strategy as the tool to get them there. Here are 10 strategic execution trends they will be focusing on in 2015.
Many project teams experience an occasional lapse in accountability — important work falls through the cracks — and sometimes the problem becomes a crisis. But what exactly is ‘accountability’, and how do we improve it? Here’s a helpful model based on constancy of purpose, aligned actions and discrete outcomes.
It is no longer enough to proactively forecast, budget and staff projects. The rapid pace of change requires next-generation strategies that use predictive analysis. And new predictive technologies are transforming project portfolio management, providing the insight to manage forward, rather than looking through the rearview mirror.
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.
Even the most brilliant strategy won’t mean much unless an organization has the right project and program practitioners to execute on it. And that’s precisely where project management offices can step in to help with the daunting task of finding the talent to fuel strategic initiatives--a big takeaway from PMI’s 2014 PMO Symposium.
Organizations can no longer depend on all-knowing leaders or better mousetraps to succeed. In today’s rapidly changing marketplace, the only way to develop and sustain a competitive advantage is to create a high-performance learning culture. Here are four fundamental steps to build it.
Given their fundamental differences, can Agile and Waterfall methodologies really be combined without causing more headaches than the effort is worth? Yes, but like any successful marriage, it takes some compromise and adjustment. Here are a few guidelines to make it work and reap the best of both worlds.
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