Private enterprises want proprietary rights to new technology, while university researchers want to get published. Sometimes that’s a perfect project pairing.
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When a project team’s innovative solution to achieve its time-compressed goals was rejected by the sponsor, widespread resentment followed, a good project manager resigned, and the initiative faltered. Whether or not the idea would have worked, when leaders routinely stifle creativity the consequences can be dire and far-reaching.
Many organizations are on the fence about integrating social media tools into their project portfolio management infrastructures. They know about potential benefits in collaboration, but also worry about the dangers of undisciplined, unstructured information sharing. Here are six questions to gauge your organization’s social PPM readiness.
As the lines between project management and product development blur, project leaders and teams need a blend of approaches that support both efficient delivery and discovery-led work. Here are some strategic principals that can help expand your innovation toolbox.
Agile organizations are always learning from their customers and their products, using them as guides to new ideas and opportunities. They also bring an agile mindset to selecting and executing the ideas they pursue, making advances iteratively through a continuous cycle of different initiatives at different stages.
At its core, Organizational Agility is about strategic responsiveness and functional flexibility. Companies that master it — that embrace rapid change as a source of energy and innovation — will thrive while others stagnate. Here is an introduction to the concept, including the driving forces behind it and the characteristics that define it.
In order to manage innovation to meet global challenges, organizations should implement an approach that joins together the management of individual projects, integrates them to the organizational project perspective for delivery and governance, and aligns them to the organizational strategy.
If satisfying work, not money, is the reason more people change jobs, it should be no surprise that individuals who choose their project are more productive. So-called self-organizing teams are not uncommon, but can the benefits of self-selected teams be part of a formal, broader approach to better project management?
Chatbots, AI assistants and virtual team members should converge to provide useful information retrieval and distribution vehicles—meaning our digital future will be more relevant and focused to our needs.