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If your organization has lost the courage to move innovation to its center and has gotten stuck in a project-focused, reactive innovation approach, now is your chance to regain the higher ground and refocus—not on having innovation success, but on building innovation capability. Are you up to the challenge?
The way we frame our project issues can limit our ability to solve them. But innovative thinking is not just about creativity. It’s about harnessing good ideas that solve specific problems for a specific opportunity. Here are three strategies to make innovation a more repeatable, predictable process on your projects.
Chip taps into the hidden potential inside each one of us and shows how the power of making even one new decision can ignite tremendous performance improvements
What does it take to be a good project manager? Many believe the ability to plan and manage scope, schedule and budget can be applied to any project. Others believe that domain experience is more important. Some say both take a back seat to soft skills. But it’s not an either/or debate. It’s a balance that must be built.
Too many complex, costly initiatives are justified by frantic hand waving, happy talk and hazy platitudes. So how do you build better business cases? Here’s a five-stage process that extends from the executive suite to the operational level, and measures a project’s tangible impact throughout the organization.
Transitioning to DevOps means navigating through internal political and cultural issues that stand between developers and operations teams to find a way towards unification. From identifying pain points and enlisting sponsorship to starting small before you scale, here are seven steps to successfully implement DevOps in your organization.
Move over, project managers. There's a hotter IT job for senior PMs: Program Manager.
Does your organization have formal program management processes in place to manage multiple projects with the same strategic objectives? If not, you’re probably dealing with a number of challenges on the resource, risk and quality fronts. Here are some appropriate solutions for problems that exist in organizations without strong program office controls.
In business, you must be able to produce products and services efficiently in order to survive in the competitive environment. But periodically, you need to “get your head out of the boat” and evaluate your competitors, environmental factors and your own strengths and weaknesses to define the correct direction for the company.
How? By getting back to the basics. As has been proven time and time again, more technology is not always better. In fact, many people think the over-dependence on technology has sidetracked KM from being the organizational and cultural phenomenon that always should have been its primary focus.
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