We need more options and fewer commitments, says Jabe Bloom, who helps organizations be more agile in their decision-making through Real Options Theory. It requires engaging with uncertainty, creating and keeping options open as long as possible, and then figuring out the optimal moment to choose. [23:30]
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You have a role in the organization’s effort to be more agile. Don’t think it will be a thankless effort, though. If you play your cards right, you can attain documentable evidence of your leadership and improve your career advancement.
A personal project diary, or project log, will help you keep track of progress, problems and issues. Here's what to do and how to do it.
Ambiguity is a part of every project. Pinning down the knowns and anticipating the unknowns starts in the planning stages and should be standard operating procedure every step of the way. As the complexity of a project or program rises, though, elements and participants interact in increasingly unforeseeable ways. This article discusses how to keep chaos out of complex endeavors.
In reading articles about the worst companies to work for (and their practices), there are many common elements that helped them qualify for such a distinction. Several of them focus on a symbiosis of employee and customer satisfaction.
Not everyone can be assigned to the exciting, high-profile projects--and that can cause some frustration and animosity. How do organizations ensure project team competitiveness remains healthy?
As a core team member who helped develop the Portfolio Management Professional (PfMP)® certification, this writer was eager to see the certification blossom. What better way than to attend PMI's PMO Symposium and speak about the merits of the certification--and more importantly, portfolio management?
Practice portfolio leadership, not project management…and use this how-to checklist to help you do it.
One of the hardest parts of leading a project is keeping the scope controlled. It may not make you any friends to practice good scope management, but it will help the projects stay successful. Take a step back and make sure you know the basics of when, where, what and how to manage the scope on a project.
Is your organization using the Balanced Scorecard to measure the success of strategic initiatives and processes? A 2007 book takes on the popular management-by-metrics methodology, deeming it antiquated and insufficient. Here, one of the book's authors puts forward six reasons to consider using a real-time approach, the Performance Power Grid.