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432 items found

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Deming Point No. 14: The Final Chapter

by Tom Keenze

When it comes down to the bottom line (or the final chapter), CRM is about transforming your business into a customer-centric enterprise. It's no easy feat, but it can be accomplished if you set yourself up for success.

Deming, The PM

by Josh Nankivel

Dr. W. Edwards Deming was a giant in the discipline of continuous improvement. He offered 14 key principles for management to transform and maintain optimal effectiveness, efficiency and quality. Deming's 14 points can be modified to relate specifically to the field of project management. This new series shows how — starting with a commitment to improvement from the top, and a cooperative culture.

Deming, the PM (Pt. 2)

by Josh Nankivel

In applying Deming’s management philosophy to project management, leaders and teams are encouraged to improve flawed processed rather than to manipulate or ignore them. Likewise, projects aren’t run in silos or monitored exclusively through the lens of short-term thinking, but instead speak to the future of the entire organization.

Deming, the PM (Pt. 3)

by Josh Nankivel

Management guru Edwards Deming’s points on continuous improvement, training and leadership can serve as sound guidance in the pursuit of project management excellence. Here they are applied to using lessons learned to improve methodologies, going beyond trial-by-fire training, and knowing the difference between leading and supervising.

Deming, the PM (Pt. 4)

by Josh Nankivel

Some managers believe a bit of fear can be healthy, but Deming didn’t think so, and it can hurt projects in countless ways, from data manipulation to lack of innovation. On the other end of the spectrum, light agile approaches honor another Deming principle: focus on stakeholder value.

Deming, the PM (Pt. 5)

by Josh Nankivel

When it comes to project management, systems are better than slogans — and they have to be held accountable. For example, don’t just blame team members who do a poor job of estimating — find ways to improve the estimating process to make it more accurate in the future. And don’t blame stakeholders for changing requirements — make the effort to understand what they really want from the outset.

Deming, the PM (Pt. 6)

by Josh Nankivel

Project managers should practice servant leadership — micromanaging kills the soul of a project team. This includes sharing all relevant information with team members, and helping them grow professionally and personally. PMOs can help.

Deming's Point No. 8: No Fear

by Tom Keenze

Thinking about scaring loyalty into your employees? Think again. What you will most likely end up with are dissatisfied, disloyal employees who are afraid to do anything innovative or productive. Erase the fear if you want to see real results.

Democratizing IT Work Requests with Project Scoring

by Kevin Kern

We’ve all heard the adage, “By failing to plan, you are planning to fail.” But for IT departments trying to handle myriad work requests on a continual basis, a more apt adage would be, “By failing to prioritize, you are planning to fail.” This article is designed to give you a high-level view of how IT teams can prioritize projects, why it’s important and how it benefits the entire company.

Demonstrating Value and Measuring Success through Planned Management

by David Blumhorst

PMOs will have different contributions to the business based upon their unique mandate, goals and objectives. It is important to remember that PMO contribution is a matter of planned management execution, not an automatic or guaranteed success.

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