Project managers play a critical role in helping organizations close the gap between expectations and achievement, according to a new report from Project Management Institute. Successful practices include engaging cross-functional teams and keeping business owners informed about benefits-related issues.
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By focusing on only the work required to complete the project within a customer-specified time span, engineering, procurement, and construction companies can eliminate waste and the overuse of resources, which will help them survive cutthroat lump sum turnkey competition. Deliverable-oriented and schedule-driven project execution is essential in optimizing manpower utilization and meeting the client's ever-shortening project schedule requirements.
The success or failure of an organizational agility environment can come down to the decisions of one or two project teams. Unless those teams have the confidence to act decisively, the entire organization will suffer.
In a shift from traditional on-time and on-budget metrics, project managers increasingly collaborate with business analysts to measure business value as a key metric. Adopting a model based on feature analysis and determining feature business value sets the stage for results-driven, high-value project delivery.
Clear, concise communication is key to the success of any project, but when you're trying to share and explain complex, data-rich information it becomes a greater challenge to run efficient meetings that don't confuse or frustrate participants. Here are three tips to help.
One day you may have to tell a colleague, a team member, perhaps even a friend that they are not the right person to lead a project or fill a key role that they might very much desire. Here are some leadership guidelines, based on recent personal experience, for handling such difficult resource changes the right way.
When project managers are asked to lead strategically important projects, the stakes go way up. But the fundamental job remains unchanged—and that’s something PMs must remember. How do you ensure you don’t succumb to the pressure of being in charge of a high-profile project?
You can’t decide to implement organizational agility on a piecemeal basis one project at a time. Instead, you must create an environment where project managers and their teams are empowered, skilled and confident to deliver success in a continuously evolving world. How do you do that?
Innovation in project management is necessary—but not easy to achieve. How do organizations invest in it with the best chances of success?
Project management is becoming increasingly focused on benefits. Can service management make a contribution toward improving benefits performance after the project is finished?