The need for prioritization appears when multiple projects are planned in an organization and there is a shortage of resources. In order to deliver business goals and objectives, the focus should be on projects that provide strategic value. Learn about the factors and methods involved to better prioritize your projects.
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Adaptive strategy is sometimes a response to fast-changing environments—and sometimes it’s just chaotic reaction. Here's how to use agile techniques to tell the difference between the two—and still achieve great outcomes.
The benefits of outsourcing also come with various challenges—often because the vendor will execute the work with a project mindset that has limited visibility and never really looks at it from the product mindset. Agile can help instill the right outlook.
Research and development has more pressure to deliver than any other business function. Using the consumer durable product industry as a base, this article will elaborate on four key challenges that R&D projects face—along with countermeasures that an R&D project manager can take.
As project manager for a newly rebooted team, this author supported its natural drive for a culture emphasizing work order data integrity. A key ingredient for the project’s success was approaching the transformation project through the role of a “scribe.”
Having worked as a project manager delivering technology solutions to life sciences clients for close to a decade, this author has noticed common themes that help ensure project success. Here are six project management takeaways from delivering projects to regulated companies.
Organizational leadership often favors the development of soft skills, resulting in the gradual erosion of PM technical skills that form the foundation of any solid project management capability.
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?
Faced with a project that had no defined scope and no project manager, this practitioner took on the role. Since then, he has completed dozens of similar projects and worked out a reliable general process with five steps.
Question: Last week, I was told that there will now be a business analyst (BA) working with my project team. To be honest, we have all the roles filled. Why are we being assigned yet another person to deal with? Isn’t it enough that they also want us to work with a second team to produce the tangible portions of this project, while we do the software and other soft deliverables? Can I refuse to accept this person into the group?