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328 items found

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PMO Responsibility for Process Improvement

by Andy Jordan

We all know that process improvement is important, but who should deliver it? Whoever owns a process should also be accountable for the improvement of it--and when we are talking about PM processes, that frequently means the PMO.

Stamping Out Requirements Dysfunction

by Michelle Stronach

All project failures are related to miscommunication of requirements. And it's the requirements that define the purpose, function and value--the business requirements--that are the biggest culprit as they are especially hard to define.

Process Mapping Saves the Day

by Joe Wynne

Mapping business processes is not just a method to grind out workflows. It should be the way IT works with the business to communicate how innovative technologies will transform activities.

Agile Governance: A Rock and a Hard Place?

by Don Kim

Combining agile and governance seems, at first glance, to imply boxing people in from each perspective and forcing them to chose an option that is neither fully agreeable to each. But this combination is in the best interest of both camps; learn some practical approaches to make it work.

Involving Governance Stakeholders (Part 1)

by Joe Wynne

It was the best of times--your project seemed to be going along swimmingly. It was the worst of times--suddenly there was a surprise from a governance stakeholder. Will you avoid the guillotine?

You Wanna Be Starting Something?

by Mike Donoghue

Determining the nature and scope of a project is essential to refining how the resulting effort will accomplish business needs. A crucial component of this is having the knowledge of the business environment and the demands it must meet.

Phased-Based Governance

by Rob Saxon

Governance happens in projects all the time, and a well thought-out governance process can be a powerful project tool. In this article, we will examine why governance is necessary, where governance is most effective and how we as project and program managers can use governance to powerful effect.

Involving Governance Stakeholders (Part 2)

by Joe Wynne

Your project seemed to be going along swimmingly. Suddenly, there was a surprise from a governance stakeholder. Will you avoid the guillotine? In our conclusion, we focus on managing governance stakeholders in requirements gathering.

Agile: What’s in it for the Project Manager? (Part 1)

by George Dinwiddie

Making a transition from what you’re currently doing to an effective agile process is a project in itself--but it can easily be worth it. There are no guarantees, but let’s look at what we can gain by adjusting our approach...

Agile: What’s in It for the Project Manager? (Part 2)

by George Dinwiddie

Making a transition from what you’re currently doing to an effective agile process is a project in itself--but it can easily be worth it. Let’s look at what we can gain by adjusting our approach--our concluding installment looks at interpreting requirements and tracking progress, and offers some further caution and advice.

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