As project management becomes increasingly business focused, is the separation between project and program manager skill sets diminishing to the point that it’s becoming irrelevant?
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Your high performance can be rendered obsolete by problems caused by inadequate program management governance. Use these tactics to evaluate the governance of your program so that you can respond early with necessary measures in case you find inadequacies.
It is a VUCA world—volatile, uncertain, complex and ambiguous—and project management is no exception. In such situations, the final project may hardly resemble the original or initial plan. Welcome to scope creep! How can critical thinking help?
This article will explore what a number of accomplished practitioners have to say about improving the program management function, along with tips that the author has learned along the way in his own career.
An efficient frame of governance helps to ensure the strategic alignment of the organization with corporate initiatives and their realization. This article analyzes governance around projects with an organizational approach at the strategic level, at the tactical and portfolio level, and at the program and project level.
Just what makes any practice or process a “best practice”? Who establishes it? What are the criteria used? Here, the author looks at a number of criteria by which a process or practice could be tested to see if it truly qualifies as “best.”
This is the fifth of six articles on best practices in benefits realization management and its integration into project governance. Here we address creating benefits realization strategies. This helps ensure clarity around post-implementation roles, engages impacted functions by involving them in determining monitoring strategies, and facilitates post-implementation monitoring and review processes.
Program and project managers are beginning to be challenged with the oversight and delivery of strategic initiatives brought about by emerging technologies. They are essential to address the changes necessary for organizations to operate and succeed in the emerging technology-intensive global business environment.
In an era of increased financial scrutiny, shifting competitive pressures and business disruption from evolving technology, organizations seek advice on how to drive performance. They can find this insight in the new 2018 Pulse of the Profession®, released today on PMI.org.
As organizations navigate dramatic technological change such as digital transformation, conservative, “wait-and-see” strategies will most likely fail. There are risks to moving fast, but now the risks of complacency are far greater, and many businesses won’t recover from being slow to meet rapidly evolving customer expectations.