Value-driven projects differ from plan-driven projects in significant ways, including how teams are formed, how funding is obtained, how scope is determined and how solutions are achieved. They seek valuable rather than predictable results. Here’s a roadmap to making the switch.
6 items found
After more than 20 years in the financial services industry, this writer thought he knew exactly what to anticipate moving into his new role as a software vendor project manager. He was wrong...
While virtual project teams offer many benefits, from expanding the talent pool to reducing travel costs, organizations must learn more about how and when to implement them in order to turn potential gains into reality. Here is a set of five recommendations and lessons learned from a complex federal project that broke new ground on virtual collaboration.
If a project manager cannot successfully deliver projects where at least some of the resources are working virtually, then that PM won’t have a job for very long. Can projects be successful when they are run by virtual teams, and if so, how? In the concluding part of our series, we look at the remaining four steps.
With virtual projects come virtual teams and the associated tradeoffs. The question that looms large is this: Do the challenges of virtual teams outweigh the benefits? There are advantages to virtual teams that go beyond merely saving money on travel. Consider the following tradeoffs--advantages and disadvantages--when pondering virtual teams...
The obvious benefits of working virtually are sometimes offset by the many, and often less obvious, costs and challenges. Let’s explore some of the factors that may swing the pendulum of flexible work programs and the choices we make about working virtually.