Whether you are managing multiple short automation projects or massive application portfolio streamlining initiatives, you must make sure your team is ready for the specific delivery environment. There are tactics suited for various environments, but also tactics you can use universally.
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Changing an iconic product can be perilous. Think New Coke. But sometimes change is necessary. From assessing the business case to implementation, here is a look at how a manufacturing giant used a fundamental project management approach to minimize risk when it sought to modify its most popular products.
Do innovations in project management require more high-tech tools, more cloud computing or more complicated frameworks? Or could it be that the true innovations in improving the way projects are evaluated, pursued and deployed are found in tried-and-true approaches that have served other disciplines so well?
With the global impact of COVID-19, PMI and ProjectManagement.com would like to share resources that can assist you and your organizations manage through disruption, including leading (and working in) remote teams, managing risk, and more.
Doing better relates to best practices; however, over the last decade, doing differently has become a norm. The rate of change is as fast as we continually exchange ideas, and thus we have to embrace a new paradigm and utilize next practices.
The distinction between "useful" and "valuable" is one that you must seek to understand. By turning this into a lens through which you can look at the potential of your innovation investment opportunities, the higher the return you will have from your innovation portfolio.
Two brains (or at least two sides) are better than one, according to project management trainer, author and award-winning engineer Michael Aucoin, who believes the best way to conquer the complex challenges of contemporary projects is to complement logical "left-brain" functions with adaptive, intuitive "right-brain" approaches.
Starting with the expectation that all projects should succeed is misguided because it hinders risk-taking and creativity. True innovation is built first on failure. Still, risk management has an important role to play in every project.
In order to maintain and increase efficiency from operations, it’s critical that mature financial services organizations drive transformational change through innovation. This article shares a few key themes that need to be addressed before, during and after the implementation of a robotics process automation initiative in a financial services setting.