Project managers understand transformations, but the purpose of this article is to discuss another transformation opportunity: The transformation of the project team into a group of positive-thinking leaders.
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There are as many different definitions of the purpose of a PMO as there are colors in a rainbow. Has “PMO” become somewhat of a generic term? What can we do about that?
Project scheduling has long been formally defined in binary terms. It’s time to recognize and name the third form that combines the two: hybrid scheduling.
When we can appeal to people’s desire for meaning, and when we can support them to make valuable contributions to a worthwhile purpose, they will experience motivation beyond the economics that dwindle over time.
This PM has lost track of how many times he has heard presentations or read articles on "project management culture." Enough, already! That’s not what organizations need!
There isn’t much of a blueprint for an unanchored lifestyle, which will open up the door to creative solutions that, with the proper mindset, you can have fun with. Now it’s time to get into the entertaining part of this series—executing life as an unanchored PM!
When evaluating the acquisition of a company, many organizations emphasize the financial aspects but downplay facets of the consolidation dealing with project execution. This paper examines the major considerations and discusses how to improve the integration process to avoid negative impact.
Repurposing the PMO in an agile environment from being a reporting PMO to a fully trained analytical PMO is something that is urgently needed. CFOs cannot continue to accept the information that they’ve been getting from IT at face value.
Project managers who understand, acknowledge and live the ground realities of modern-day business are well poised for taking organizations through successful project executions.
Corporate culture is critically important; it can be the glue that holds an organization together and is a powerful foundation. But that culture is a byproduct of how the organization behaves—not a driver of it.