When faced with procedural obstacles to introduce a new idea, change champions should look for a way to piggyback on well-accepted practices in the organization. If you can “market” a new idea as an add-on or a small improvement to an established practice, you are likely to meet less resistance.
352 items found
In a world where project management maturity is a generally accepted form of goodness, have we--in the process of increased governance and prescribed and repeatable PM processes--engineered away the potential for real innovation within the discipline?
Innovation is not something that you can fabricate out of thin air on a project. The right set of circumstances or the right people--or a combination of both--might lead to innovation, but there are many ways to stifle it on a project. Let’s take a look at four common roadblocks…
It’s not personalities that matter so much when it comes to innovation--it’s the roles that we play in making innovation happen. Here, we look at nine of them that you can involve and leverage for optimal results.
The next frontier for innovation is the public sector and healthcare. U.S. Supreme Court Justice Oliver Wendell Holmes once remarked, “Taxes are the price we pay for civilized society.” Innovation projects in the public sector have the potential to strengthen and reinforce our society.
Much has been written about how a formal Six Sigma approach and a formal approach to innovation cannot co-exist. But is that really true? In the spirit of Lean and process improvement, this innovation expert shares some thoughts on Six Sigma and the DMAIC (Define, Measure, Analyze, Improve and Control) framework that he pulled together.
Continuing from an earlier article on using the workplace to seek innovation, this article suggests a simple method to reach out for innovative ideas. It introduces a concept that can be practiced to motivate innovation--with little management time involved.
Recently, Braden had the opportunity to attend the 13th Annual Change Management Conference hosted by The Conference Board. The event represented a convening of 200-plus change management professionals from around the United States. Here he shares the key takeaways.
Projects are often seen as a source of innovation. With this article, the writer wants to turn that around--he wants to explore the innovation that project management still needs if it is going to (continue to) deliver value. What innovations are necessary to not only bring project management into the 21st century, but to position it to sustain its relevance long into the future?
Many project control-focused PMOs are reluctant to allow too much innovation when it comes to project management approaches, fearing a loss of consistency and standardization. Is that a reasonable fear?