Moving to a program manager role is the next step on the ladder for many project managers. But how much do you really know about this coveted title? Find out what surprised some program managers when they took on the role.
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Internal communication generates ideas—and ideas can become innovative processes, products or services, or lead to the adoption of new technologies and knowledge. Open communication plays a central role in creative and innovative businesses. Learn how improving communication can enhance results and benefit your business.
Quality has always been the key factor in successful project management. The philosophies of lean, agile and kaizen are proving to be key enablers of delivering quality products and services consistently.
In order to maintain the same level of service to citizens, federal and state agencies need to increase efficiency by applying innovative techniques such as the return on investment methodology. This article aims to provide an introduction to ROI methodology and provides an example of how the public sector can make its processes more effective by applying it.
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?
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.”