Nearly 50% of projects worldwide during the previous eight years have experienced delays in their schedule. By examining several sources, with a focus on oil and gas projects but applicable to most projects, the paper consolidates the identified causes, categorizes them, and ranks them in the form of a top 12 list of the most common delay causes in projects.
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“Forced” agile adoptions will be part of COVID-19 recovery efforts for many organizations that hadn’t already built flexibility and rapid change into how they operate. It will require a mindset adjustment, a focus on outcomes over processes, and an investment in expertise.
After you've assembled a cross-functional innovation team and aligned around a goal, it's time to start using metrics and data to track the most important things, supported by a scorecard that everyone can see. This will help establish a rapid rhythm and generate positive velocity on your innovation journey.
In most IT circles, the mere suggestion of marrying agile and waterfall application development models into a seamless hybrid would be scoffed at. But there is merit to the concept.
Successful product leaders need to delegate most hands-on product work, focusing instead on leader-level activities. That means understanding what each team member can handle, having an upskilling plan, and building trust.
Our recent work-from-home mandate has accelerated the transition to the electronic cottage, and maybe some of Alvin Toffler’s other predictions about changes to work and society will also come true. What does this mean for project managers?
In uncertain times, you might not know how to approach your project portfolio. You might be tempted to continue with “business as usual”—even though our times are not at all usual. Instead, consider how you can rethink the value of each project and effort. The results might surprise you.
This two-part article looks at how a globally operating organization can leverage that multi-location presence to deliver a more effective and efficient pandemic recovery. In Part 1, we set the context and consider the variables an organization must prepare for.
Question: One of my team members told me yesterday that PMI is introducing a whole new series of certifications and moving to a more agile approach. How will my PMP® certification that I worked so hard to earn fit into this process? He said it is called DA, so I don’t really understand what this is about and what it will mean to me. Should I be learning this new approach?
Capital program management is an effective method for managing engineering improvements in a facility. Too often, project engineers are managing projects on a short-term basis in a “firefighting” mode. A strategic capital management program provides the foundation for good project execution, improved plant infrastructure, cost savings, enhanced quality, and meeting customer deliverables.