A divergent thinking tool for idea generation on a given subject in a limited period of time. Brainstorming is typically conducted in a facilitated session or workshop environment to stimulate creative thinking, to create novel or innovative solutions to a problem, and to introduce "controlled chaos" into the thought process. It is the most widely used technique to cultivate ideas. The objective is quantity, not necessarily quality and is based on the principle that "many brains are often better than one."
A technique used to examine the different forces affecting the various external and internal players that an organization is required to deal with. It also allows for formulation of strategies in dealing with the stakeholders, based on the cultural, structural, and resource limitations and potentials of the enterprise. A stakeholder is anyone (individual or organization) with a "stake" in the outcome of an enterprise change effort and/or is affected by the resulting change.
A structured technique to enable organizations to assess their strengths (S) and weakness (W) and identify their opportunities (O) and possible threats (T). A strength is something that the enterprise does well, or is an asset, skill, or network of contacts employed. (In addition, strengths can be anything "going well" for the e...
A set of techniques to facilitate group decision making, prioritization, and/or evaluation of alternatives. Geographically based decision making techniques help structure ideas and focus attention on evaluating each criteria carefully to enable more effective decisions. Criteria can be qualitative, or quantitative depending on the nature of the decision to be made or problem to be solved.
The Sprint is an iteration of work, typically 1 month or less in duration, where a potentially releasable product increment is produced. Sprints have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint. The Sprint contains several other events such as Sprint Planning, Daily Scrums, the Sprint Review and the Sprint Retrospective, in addition to the development work.
A project portfolio is a collection of components (sub-portfolios, programs, sub-programs, projects and operations) that meet or achieve one or many strategic objectives or initiatives. Here, the author shares seven key steps to design and implement a project portfolio in an organization.
"We cling to our own point of view, as though everything depended on it. Yet our opinions have no permanence; like autumn and winter, they gradually pass away."
