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884 items found
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Bad Requirements, Bad Results
byPoor 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.
Baking the CRM Cake: Homemade or from a Mix?
white paper
by
Once again, the META Group spots trends that apply to your application delivery strategies. Read this in-depth, thorough study about whether to build or buy customer relationship management (CRM) applications.
Balance Adaptive Planning with Long-Term Focus
byA business that fails to embrace adaptive planning won’t survive for long. But some organizations have become so focused on trends and market changes that they’ve lost sight of their core mission. Sometimes the right response is no response at all.
Balance 'Weighted Shortest Job First'
byWeighted Shortest Job First is a widely used technique that can give guidance to the product owner as to how to prioritize the backlog in a rational way, supported by solid data. But if it is the only process used, it can lead to a mediocre priority list.
Balanced IT
byFaced with an ever-expanding number of projects, applications and stakeholder expectations, IT executives must balance three prime directives: align IT with strategic business objectives; increase opportunities for IT to contribute to growth and profitability; and manage new and existing IT investments. To deliver, they need a balanced approach to IT portfolio management.
Balanced Leadership
presentation
by
Leadership in projects is dynamic and alternates between actors. This presentation on the award-winning study of leadership reality in projects and its resulting theory of balanced and horizontal leadership outlines project-specific approaches to leadership. These include temporary appointments of horizontal leaders, as well as the dynamic assignment (i.e., the balancing) of leadership authority to the best possible leader in different situations. To that end, it outlines a framework including recently identified types of leadership and their situational contingencies. This includes the five events that make up horizontal leadership in projects. These are nomination of team members, identification of potential leaders, selection and empowerment of leaders, empowered leadership and its governance, as well as leadership transition. Moreover, the presentation addresses the coordination of these events through the socio-cognitive space, and the dynamic assignment of leadership authority to the best possible leader at a time, which is known as balanced leadership.
Balanced Leadership
Leadership in projects is dynamic and alternates between actors. This presentation on the award-winning study of leadership reality in projects and its resulting theory of balanced and horizontal leadership outlines project-specific approaches to leadership. These include temporary appointments of horizontal leaders, as well as the dynamic assignment (i.e., the balancing) of leadership authority to the best possible leader in different situations. To that end, it outlines a framework including recently identified types of leadership and their situational contingencies. This includes the five events that make up horizontal leadership in projects. These are nomination of team members, identification of potential leaders, selection and empowerment of leaders, empowered leadership and its governance, as well as leadership transition. Moreover, the presentation addresses the coordination of these events through the socio-cognitive space, and the dynamic assignment of leadership authority to the best possible leader at a time, which is known as balanced leadership.
Balanced Leadership
Apr 26, 2022 9:00 AM EDT (UTC-4)
webinar
Leadership in projects is dynamic and alternates between actors. This presentation on the award-winning study of leadership reality in projects and its resulting theory of balanced and horizontal leadership outlines project-specific approaches to leadership. These include temporary appointments of horizontal leaders, as well as the dynamic assignment (i.e., the balancing) of leadership authority to the best possible leader in different situations. To that end, it outlines a framework including recently identified types of leadership and their situational contingencies. This includes the five events that make up horizontal leadership in projects. These are nomination of team members, identification of potential leaders, selection and empowerment of leaders, empowered leadership and its governance, as well as leadership transition. Moreover, the presentation addresses the coordination of these events through the socio-cognitive space, and the dynamic assignment of leadership authority to the best possible leader at a time, which is known as balanced leadership.
Balanced Scorecard for Project Management Portfolio Optimization
white paper
by
In order for companies to survive and excel in today’s global environment, the corporate IT portfolio-planning function needs to plan IT initiatives strategically. Organizations must efficiently measure criteria that will enhance the performance of the overall strategies of their business.
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