Successful product leaders need to delegate most hands-on product work, focusing instead on leader-level activities. That means understanding what each team member can handle, having an upskilling plan, and building trust.
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In uncertain times, you might not know how to approach your project portfolio. You might be tempted to continue with “business as usual”—even though our times are not at all usual. Instead, consider how you can rethink the value of each project and effort. The results might surprise you.
Even as the world economy and individual business deal with the fallout of the COVID-19 coronavirus pandemic, leaders need to get focused on how to build a better organization going forward. Here are some questions to ask and areas of investment to consider.
When business priorities change, projects get put on hold. As the project manager, you might then have to take on a different project. But how should you manage and report a project that is paused? Read these tips for moving a project to “on hold” status.
Organizations approve more initiatives than they are capable of delivering, creating frustration when those projects fail to achieve expected results. Why is there a reluctance to reduce the number of projects in progress? More important, how do we change that mindset?
Do large-scale philanthropic initiatives have something to teach us about how portfolio, program and project management gets done?
Organizations are now starting to shift to a portfolio focus, viewing their strategic initiatives as part of an integrated whole rather than as standalone elements. When you take that integrated view, the success or failure of an individual project becomes less important—and sacrificing it becomes a real possibility.
Too many organizations don’t connect the dots between strategy and the need for the organization to pursue an informed, aligned and enlightened approach to the implementing of those strategies.
Flexible and responsive strategic planning is the key to sustainable organizational success. But adaptive planning can't deliver on its promised benefits until organizations commit to a top-down, lightweight approach; otherwise it's just traditional planning rushing to go nowhere.
PMI’s latest publication, The Standard for Risk Management in Portfolios, Programs and Projects, has a wealth of great information about effective risk management and contains recommendations for iterative, incremental and adaptive environments that fit agile projects well.