Most of the time, there are reasonable and logical reasons for an organization's “ways of doing things.” But what are justified reasons for breaking with protocol? When does doing “the right thing” take precedent over following “the rules” when a conflict arises?
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The article talks about the myth that you must have strong pre-existing relationships to drive the key changes necessary to transform an organization. What truly helps attain success is having crucial conversations with one and all—one at a time.
How do you start proper change management in a company that has little or no documented and agreed-upon project management processes? These six tips can help.
The general expectation from conducting an agile transformation is strengthening your ability to quickly adapt and respond on an enterprise-wide level. This article shares practical experience in three critical benefits.
Experience in the delivery of programs and projects addressing many aspects of emerging technology disruption is virtually non-existent. How will you manage the delivery of these strategic initiatives that include new and unfamiliar technologies?
Organizations are the ultimate work-in-progress project—one that is constantly evolving, changing and transforming in order to achieve its goals. In that context, it’s easy to see why an organization would need project managers who can embrace moving targets and continuously adapt to changing needs.
With change becoming the new norm, it puts additional pressure on project managers. We have to be at the hub of making that change a reality; we have to be drivers of a change-based culture. How do we do that effectively? How do PMs encourage and support a change culture?
The impact from COVID-19 has been swift and, in many cases, dramatic. Even so, projects that deliver meaningful results must stay on track. What can you do to keep those meaningful projects on track? Here are five simple yet effective actions you can take.
Through detailed delineation of a dual-leadership model, this paper promotes the idea that to be successful, companies pursuing business process improvement or transformation strategy need to assign both a Belt and a PMP to jointly plan, manage, and deliver the transformation strategy.