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The challenges many organizations face when making critical decisions can be grouped into four key areas: constrained resources, process and technology gaps, and cultural issues. But these problems can be overcome with an approach that blends the best of individual and group contributions.
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 PMO may not have direct accountability for the execution of organizational risk processes, but it remains a key stakeholder, providing critical support in a number of areas that impact risk, including process ownership, faciliting change and influencing the project culture.
Most large organizations have established project, program or portfolio management offices, but there is a disconnect between many PMOs and the wider businesses they support, according to a group of senior executives and academics that studied the trend. They recommend that some organizations would be better served by a decentralized approach that creates “pseudo PMOs.”
New regulations and reforms in response to the economic crisis have spawned countless compliance projects across industries. For project managers, the stakes are high — and the stakeholders have the power of the law behind them. Here are six best practices for managing projects in a regulatory environment.
Poor requirements management is costing organizations $51 million for every $1 billion spent on their strategic initiatives, according to new research by Project Management Institute. But focusing on people, processes and culture can raise requirements management maturity and greatly improve outcomes.
David Anderson discusses this week’s Modern Management Methods conference in San Francisco, which focused on helping executives and managers make better decisions in the face of 21st Century complexity and uncertainty, including tracks and interactive workshops on Lean, Kanban, risk and more. [16:30]
How do organizations prevent improvement intiatives from losing steam? George Schlitz says leaders need to create “safe yet effective disruption” by identifying processes and policies that are getting in the way of effective change and then developing new approaches that support the desired values. [13:20]
Many organizations struggle with experimentation and focus too much on processes over outcomes, says David Bland who works with companies that want to act more like lean startups. He helps them "build things that matter" through customer development practices that unpack the value proposition for users, buyers and deciders. [14:45]
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"If we knew what it was we were doing, it would not be called research, would it?" - Albert Einstein |
