Are your plans always successful? Can you absolutely guarantee that your actions will always work? No, you cannot. At best, you can do your part and be efficient. However, there is always a possibility that things will not turn out for the best.
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For many people, the generic word for team interactions—“meetings”—carries connotations that are negative. In this writer's experience, using the word “ceremony” (and its close cousin, “ritual”) is worse: It is a signal that your agile implementation is not going to be great. Here is why.
It's sometimes good to look outside the project management community for new ideas. Instead of listening to the digital disruptors of Silicon Valley, let’s take a look at internal audit (IA) functions. While IA has a different end goal compared to PMOs, we can learn from their approach.
Most organizations have multiple PMOs or PMO-like functions. How well are those different functions integrated together?
Positive energy, an important predictor of organizational success, is often overlooked or poorly represented. Evidence has shown that positive-charged project leaders create high performance within the organization. Enact these suggestions to promote positive energy in your projects.
When a new PMO (or major new PMO process upgrade) is being rolled out, you can successfully survive the storm if you stay ahead of it. But if you know how to identify conflicts with your project activities and escalate those conflicts constructively, you will be bulletproof.
The forces that are driving changes in perceptions in projects, in process and in how we work in teams are real, significant and not going away any time soon. The pressure to deliver—and do so quickly—is continuing to ramp up. That has some fundamental implications for organizations, how they think about projects and how they think about project management.
What role does today’s PMO have to play in managing the project-related software platforms the organization relies on?
How to Build Sound and Trustworthy Risk Models: Winning the Reluctance to Risk Management in Megaprojectsby
The effort and cost involved in risk model implementation, as well as a tendency toward optimism, can make it difficult to build consensus for a structured risk management process. The author offers tips for building trust in the process starting with simplifying the risk model to gain management involvement.
Many entities use logical framework analysis (LFA) as a project planning and management tool that is part of almost every project document. LFA is sometimes called a work breakdown structure, but its structure is different. Considering these terminology differences, this article attempts to explain the relation between WBS and LFA.