The ability to balance consistency and flexibility is a significant factor in achieving success on dynamic, complex projects. Methodologies, standards and procedures must be adapted in a way that promotes — and sustains — optimal performance in a variety of changing conditions.
310 items found
Many changes in the business and technology world are undertaken explicitly to drive or support increased volumes: more clients, new services, or greater use of existing ones. Even small changes can drive huge changes in usage. Here are some examples of project nightmares that might have been alleviated, if not entirely avoided, if more attention had been given to the volume outcome.
When managing change initiatives, project leaders and stakeholders must consider the impact the planned changes will have on a variety of factors throughout the business environment. This “project world view” includes external relationships, products and services, technology and much more. Here’s a framework to follow.
Plans aren’t sacrosanct — they’re meant to be flexible guides, not straightjackets. Agile project leaders focus on adapting to inevitable changes rather than opposing them. In this way, value and quality are the end goals and the plan becomes a means to achieve them, not the goal itself.
Agile project leaders expect change and respond accordingly rather than follow outdated plans. In practice, they “envision-explore” versus “plan-do” — they understand the limits of anticipating and trust more in their ability to adapt their processes and practices as necessary.
Your chances of success in any major change initiative are directly linked to the capabilities, commitment and experiences of the stakeholders involved. Do you have any idea who these influencers and decision-makers are — really? Here’s an assessment checklist covering a range of important attributes to help you find out.
Everyone seems to agree on the importance of scope, but there is much less agreement on what it is and where to find it. By focusing on a project’s “product” (whether tangible or intangible), project managers create greater clarity around the implication of all changes.
Ignoring the people side of change is perilous — to budgets, timelines and, ultimately, project success. Recent research points to three leading change management success factors, built on a foundation of active executive sponsorship and open communication.
With 30 years of experience in project and portfolio management, Pat Durbin has witnessed and helped influence the evolution of the PPM marketplace. Here, the founder of Planview shares some best practices and predictions, including his belief that project leaders must "think earlier" in linking strategy to innovation.