Technology has been a tremendous help for project managers in leading their teams, but it also makes it easy to fall into the trap of creating barriers to effective team performance. That’s something that must be avoided.
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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.
The Battle-Hardened PM examines traditional subjects in project management from non-traditional perspectives, in hopes of inspiring both the current and next generation of PMs to move beyond their limits.
Stay on top of your requirements with this collection of registers. Included here are registers that allow you to log requirements, risks, assumptions, lessons learned, stakeholders and handoffs.
This template provides a work breakdown structure for business intelligence projects and for requirement effort estimation for a waterfall methodology-based project or user story estimation for an agile-based project.
This Requirements Status Log template provides a quick way to record requirements using macro-enabled Excel worksheets, and to track progress or status of each captured requirement throughout a project (or project phase).
Project Team Organization in Product Innovation as a Success Factor: Perspective of the Practitionerby
The influence of project team organization as a factor in its performance has hardly been reported. This work reviews the most common project team organization models. Although no perfect model exists, this paper highlights the criticality for senior leaders to design the most appropriate team organization and provides some thoughts on how to tackle potential pitfalls.
From cloud solutions and blockchain to AI and IoT, digital disruption is changing the way work is done, providing opportunities for innovative organizations to gain a competitive advantage. A new Pulse of the Profession® report from Project Management Institute takes a deeper look.
This Excel file offers a simple approach for the identification and selection of projects to be included in a company’s portfolio. It’s organized by steps, with an objective process leading to a final list of projects. The core of the process is a company-shared scorecard based on a limited list of strategies, each of them having its own score interpretation.