Extreme projects feature high speed, high change, high complexity and high stress. As more projects continue to fall into the extreme zone, successful project and program managers will shift from inhibiting change to proactively creating change and responding to change.
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With a rich and varied background, Adam Steltzner had many of the needed skills to lead the landing team for the Curiosity rover. That said, his team would struggle for almost a decade with design challenges and setbacks.
PMI’s Pulse of the Profession study shows that poor requirements management is a primary cause of project failure. Learn about the latest trends on the state of organization project, program and portfolio management.
Process management is one of the greatest shortcomings of enterprises today. They might have PPM, but without a process owner who “manages” that process, it will never meet enterprise objectives in a sustainable manner. This presentation provides a high-level understanding of the distinct phases of process design and implementation.
In this session, well-known industry experts Mark, Dave and Andy will explain how PMOs can be positioned to deliver better business value, explore how PMOs can facilitate effective traditional and agile project execution, and consider how the PMO can drive more effective execution of initiatives to achieve strategic goals. Your PMO can be a powerful tool to support organizational success.
Do you have cross-functional teams who can get to "done" for features? Too many organizations still organize by function or component. That makes it difficult for agile projects to succeed or an agile transition to stick. As an agile project manager, you can use the collaboration assumed by agile to help teams succeed. Teams don't just become self-organized, cross-functional, happy teams. They have to work to get that way. In this talk, Johanna will help you understand some of the challenges teams face, and how agile practices help. She'll also help you understand some of the practices that don't help, such as multitasking and distributed teams.
Take a moment and picture the last time you led a project that involved change. How did it go? Did the plan you created and executed to perfection lead to changes in people that are still in place in your organization? Don’t cry…most of us would say “no.”
The PMO can be a powerful tool to support organizational success. However, a PMO requires not just a well-defined purpose from the start, but ongoing redefinition to ensure fitness of use and value-based longevity. In this session, well-known industry experts will explain how PMOs can be positioned to deliver specific leadership team-determined business value, lead in the adoption and maturity of both traditional plan-driven and agile project-related practices, and drive effective execution of initiatives to achieve strategic goals.
We know that a well-defined strategy is critical to an organization’s success. We also know that same strategy will be achieved through a series of projects and programs. However, what happens when that same organization doesn’t develop the plan to prioritize, communicate or implement those projects? Craig explores the link between strategy and projects and the importance of having a plan to actually implement those projects. Without a good plan, your strategy is toast.
Regardless of whether they are quantitative or qualitative, when a project’s benefits are managed and realized, an organization ensures that the time, effort and monetary resources invested in projects have the greatest possible business return. Yet far too few organizations have an effective benefits realization management process in place. In fact, many have no benefits management plan at all and are missing an opportunity to understand what would help them increase their rate of project and overall strategic success.