Programs (collections of projects with one business objective) can encounter all kinds of problems. Here are three that you may have seen, and what you can do as an agile program manager.
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If we create a great environment—a great culture—we don’t need to spend time directing or engaging people. Instead, we free people to work in the best ways they can. Here are three ideas to help move from talent management to environment or culture management.
Evolving into a functional team can be difficult. The nuances of human behavior inevitably lead to some level of dysfunction. Here are three common problems and their causes—and suggestions to solve them.
What can help program and project managers respond to the demanding projects that are likely to come across their desks? This article will examine the increasing challenge of digital transformation—and offer suggestions on how to prepare.
Meetings are one of the most dreaded things in modern organizations, but it doesn't have to be that way. In this article, the author calls out three common mistakes we often make when running meetings—and suggests practical tips for eliminating each of them.
The most challenging aspect of operational project management are the strategic initiatives that are all too commonly associated with this type of management plan and program. After 25 years of hands-on program and project management experience, this PM shares the three major forms of resistance that he has encountered the most.
We’ve seen a boom in the number of companies investing in digital transformation. Now more than ever, organizations are more focused on specific projects rather than long-term arrangements. To ride this wave of opportunity as a project manager, there are three competencies that you need to develop.
Mastering how to face, analyze and conquer everyday challenges isn’t an easy skill to acquire. It often takes practice—and at times placing ourselves in positions that we are uncomfortable with to resolve them. Three simple solutions can help.
The central task of IT portfolio management is the analysis of all projects and applications, yielding recommendations that inform decisionmakers about continuing, adding, or scaling back projects. Corporate planning, periodic business reviews and ongoing data collection are all critical inputs to the portfolio management process.
What does “scaling agile” mean to you? There are two ways to think about scaling: one is moving from one project to a program, the other is sharing agile across the business. Here we talk about moving from a one-team project to agile programs.