Project managers play a critical role in helping organizations close the gap between expectations and achievement, according to a new report from Project Management Institute. Successful practices include engaging cross-functional teams and keeping business owners informed about benefits-related issues.
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The objective of governance is benefits realization, risk optimization and resource optimization. A good governance framework can help a performing organization develop a more holistic approach toward analytics.
The failure of a “successful” project came as a shock to an experienced PM. Turns out that managing projects according to the triple constraints alone is not enough.
How many of your projects stagnate before they ever really get going? How many kick off with grand expectations but fail to deliver even minimal benefits? Here is a back-to-basics framework for starting and scaling your work, be it a process, product, system or entire business.
While process frequently fails to allow for flexibility, technology often doesn’t even consider the possibility. Once we begin to automate a process, the presumption—and it’s a dangerous one—is that all cases are treated equally.
Project teams in regulated industries must get compliance requirements right — a company’s reputation and legal standing depend on it. Here are eight best practices to help PMOs, product owners and business analysts to better understand complex regulatory environments, interpret rapidly changing regulations, and develop clear, complete requirements.
Are you looking for a project management collaboration tool? There are plenty out there to choose from. Here are seven tips to narrow down your selection.
It is through gaining a better understanding of the uncertainties—and better managing them in relationship to the project environment and stakeholders involved—that PMs may more effectively approach and complete their endeavors to contribute more value.
Once a non-agile customer or sponsor begins to see the benefits of an agile approach, it is critical to reaffirm their leap of faith and build trust through demonstrations that deliver working product, facilitate open discussion and change-focused feedback, and keep the project on track.
Are you still blaming users for new requirements? Why is this all happening? Is it because of the lack of discipline among requirements holders, who just keep on asking for different things—often late in our projects—throwing a monkey wrench into our schedules and budgets?