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183 items found

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On Being Patiently Persistent

by Michelle Stronach

We need individuals to have their own mind so that the team has the advantage of diverse thought. It takes tremendous patience to give individuals the room and time to contribute in their way--and persistence to continuously bring the team back together for what matters.

On Being Practically Agile

by Tim Michaud

An agile methodology need not be considered the antithesis of a structured project management approach. In fact, agile-run projects can satisfy both the innovators and traditionalists within an organization when certain practical principles are incorporated and communicated. Here are some field-tested examples.

On Demand

by Curt Finch

From low cost of entry to no installation headaches, the benefits of the software-as-service model are attracting users in the project management technology arena. But there are potential drawbacks, including security and business continuity issues, so organizations must carefully vet vendors before signing on.

On Methodology And Execution

by Stephen Lynn

An academic research study explores the importance of project management best practices and methodologies to strategic execution in organizations. This executive summary of the findings supports some general views of previous studies but also maps out a framework for further inquiry.

On Program Management: Beyond Delivery

by Eric S. Norman

Here the author shares thoughts about how projects and programs are often delivered—focusing on some considerations for improving outcomes—and comments about what we as leaders who oversee organizational initiatives can do to be more effective.

On Program Management: Knowing What to Do...and How and When to Do It (Part 1)

by Eric S. Norman

There are a number of leadership and organizational competencies that must be in place to enable an organization to adopt and institutionalize adaptability, or what some would call “organizational agility.” But simply internalizing these concepts is not getting the job done, and understanding the approach isn’t sufficient. Beyond knowing what to do, we also need to know how and when to do it.

On Program Management: The End of the PMO

by Eric S. Norman

Let’s face it: In the project/program/portfolio management world, delivering real value seems to be the most elusive aspect of any PMO. And because of this, the PMO seems to be one of the first places organizational leaders look to “right-size” or “optimize,” reducing the impact and potential value PMOs might generate for their organizations.

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