Organizational change management is a team effort. To fully realize the benefits and maximize value, executives must lead the initiative. This article discusses how project professionals can overcome the difficulties of successfully implementing a business change.
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Projects involving organizational change pose a challenge for project professionals leading virtual teams. This article discusses how project managers can navigate virtual team members through change, whether large or small. In doing so, it reports the results of the 2011-2012 Towers Watson study, Clear Direction in a Complex World, which shows that organizations that are highly effective at change management and communication are twice as likely to outperform their peers and eight times as likely to continue to exhibit new behaviors after a change is complete.
Nearly every project falls victim to scope creep. This article features five project professionals discussing how scope creep can be prevented. In doing so, it cites the difference between change and creep. It also explores how change management and intermediate control of work can allow project managers to control the project scope.
One stereotype for agile approaches is that they only work for small projects. However, it is different today. This article identifies how agile techniques are used as part of the day-to-day project operations of major organizations round the world and cites examples from Tesco.com, Salesforce.com, and a Chinese telecom. It lists some of the most popular techniques for scaling agile approaches beyond a single-team project, including these: get it right at the team level; firm the big picture and flex the details; and encourage a culture of organic coordination.
Some projects mean long hours, which leads to exhausted project teams. Humor, however, can be one way to relieve the pressure from these types of projects. This article reports how humor can contribute to team motivation and project success. It explores how something as simple as a smile can be an attitude-changing tool. It also describes how various cultures have different approaches to humor. For example, humor in the United States is contrasted with British humor.
Wasting time and money should not be dismissed as the cost of doing business on engineering programs. This article discusses how the Project Management Institute (PMI) and the International Council on Systems Engineering (INCOSE) worked with experts from the Massachusetts Institute of Technology (MIT) to find best practices for delivering successful programs. In a study called Lean Enablers for Managing Engineering Programs, these organizations collaborated across three domains of management wisdom: lean management, systems engineering, and program management.
No, is only two letters but it is one of the most difficult words to say, especially to project sponsors. This article reviews the best ways for project professionals to communicate with project sponsors. It identifies five strategies to help project managers make their case:
Effective project sponsorship is a contributing factor of project success. This article features a senior technical director at an engineering consultancy and a senior technical project manager for a state agency debating whether project sponsors do more harm than good. It discusses the effects of an indifferent project sponsors and provides suggestions for project managers when dealing with an indifferent project sponsor.
An organization's project management maturity is a key success indicator, but only if companies know how to gauge it. This article explores how organizations can take several steps to effectively measure maturity. It explains how organizations need to balance their efforts to increase project management maturity with the need of ROI. In addition, it identifies five steps for evaluating maturity. The article then looks at some of the pitfalls that can skew the results of a maturity assessment, particularly those that emerge from both conscious and unconscious efforts on the part of those involved to paint as positive a picture as possible. It also explains how employees believe a maturity assessment is audit-focused on compliance and dispels that myth. It then provides several tough questions that organizations may have to answer once the maturity assessment is completed.
Large swings in global financial markets have become a regular occurrence; some of the strongest economies have turned volatile, and political instability is a growing concern in many countries. This article discusses how project managers can address estimating pitfalls. It overviews today's changing business environment and how it is taking a toll on the project estimating process. The construction of a high-speed rail network in California, USA, whose cost soared to twice as much as previously estimated, is provided as an example. In addition, the article lists four tips for project managers who manage estimates throughout the project life cycle. A case study focusing on the project estimates to fix a key dam in Iraq accompanies the article.