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.
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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.
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.
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.
How do the business functions of project, program and portfolio management bring about change within organizations? In Part 1, where we establish context, the author looks at two examples when he asks why some succeed where others don’t.
How do the business functions of project, program and portfolio management bring about change within organizations? In Part 2, we focus on our roles in an ever-changing organizational landscape.
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.
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.
In our concluding installment, we look at the importance of understanding your existing organizational culture.
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.