When it comes to automating software release processes, there are inevitable challenges that must be overcome, starting with resistance from developers, testers and other stakeholders. Change management is critical. Here are some recommendations to help navigate this often difficult journey.
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Avoid the Three Major Mistakes of Organization Wide Change (Webinar Transcript - Korean Translation)by
새로운 기술부터 제품 출시, 프로세스 개선에 이르기까지 오늘날의 기업들은 끊임없이 변화에 대한 압박을 받고 있습니다. 추정치에 따르면 변화의 70 %가 실패하여 재정적 손실과 직원 냉소의 결과를 낳습니다. 포트폴리오, 프로그램 또는 프로젝트 관리자로서 경력 발전은 성공적이고 지속 가능한 변화를 이끌어내는 능력에 달려 있습니다.
Make sure your project team is ready to avoid conflict from mismanaged changes. Use this tactic to ensure that your project team knows what to do—and what not to do—before any change is requested or suggested.
How can companies foster collaboration between business analysts and quality assurance professionals? New research recommends three steps to strengthen alignment between these complementary roles — and improve project outcomes.
Project leaders know about the challenges of managing initiatives without official authority or long-term resource commitments. And some of the same skills they use to succeed can drive positive change in their organizations. Here, the authors of Leading Business Change For Dummies, share 10 ways to lead change when someone else is running the show.
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Organizational change initiatives require leaders to demystify strategy and translate it into meaningful, daily activities for their teams. In this interview, esteemed HR executive Larry Solomon shares some insights on unlocking the innate ability of people to react, absorb and triumph amid turbulent change.
Several frameworks offer a pathway to large-scale agile, but a step-by-step approach, while appealing, can not serve as a substitute for the meaningful cultural change that must take place. Most important to success: a shared vision and clarity of purpose, transparency and patience.
Colonel John Boyd discovered that the primary determinant to winning aerial dogfights was observing, orienting, planning and acting faster. How does this apply to project management?
Most organizations fail to harness all of the skills, abilities and talents of the individuals they have to achieve greater performance as a collective. And that is painful for the organization and the individual. How can we better harness the passions and the talents of our individuals to better achieve the collective’s ability to generate revenue and profits?