In exploring the lifecycle of product development, we generally begin with business requirements that then further evolve into stakeholder requirements, solution requirements, and finally, our final deliverables. Along the way, in between many of the work products, test plans are created. This can be a complicated process with many different elements.
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Why has project failure become the industry standard? How can projects deliver business value? What stands in the way of meeting stakeholder needs?
Project management makes fast-paced actions to implement projects and programs with high-performing teams that draw strengths from competence, creative innovation, interdependence, and respect. The project management approach success first time and every time with continued improvement requires the teams to have all possible strengths.
As published in PMI’s Pulse of the Profession Reports, poor requirements is consistently one of the top reasons why projects fail. Whether it be missing requirements or incorrect requirements, some of the blame can be attributed to poor elicitation practices.
Many organisations are on a change treadmill – from continuous improvement to operating model transformation - that can stress their people, processes and technology. How can leaders and project managers reduce the people impact of this “change treadmill” – where people can lose their bearings and ultimately impact performance? This is where a compelling case for change comes in.
As Project Managers we're constantly leading meetings intended to guide a team towards a common goal. But what do you do when you've got a group of difficult personalities to contend with in your session?
Project management is not an exact science as much as we want it to be. People are dynamic. They change hour to hour while projects last months or years. As a leader, project managers have to deal with these dynamic individuals on a daily basis. There is not a science that has come up with an equation to solve the mental mysteries of team members.
Portfolio management has been around for several decades. And while we equate it with strategic decision making and prioritization, that isn’t where it started, and it isn’t its greatest source of value. Our perception of portfolio management has evolved in response to organizational challenges and perceived opportunities, and is arguably still somewhat of a moving target. While that’s a legacy of how it has been historically defined, it raises a fundamental question: if we invented portfolio management today, would it still look the same?