BA + QA = A-OK
byHow can companies foster collaboration between business analysts and quality assurance professionals? New research recommends three steps to strengthen alignment between these complementary roles — and improve project outcomes.
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Backseat Leader
byProject leaders know about the challenges of managing initiatives without official authority or long-term resource commitments. And some of the same skills they use to succeed can drive positive change in their organizations. Here, the authors of Leading Business Change For Dummies, share 10 ways to lead change when someone else is running the show.
Beginning the Digital Transformation Journey: The Dev vs. Ops Challenge
byDigital transformation has become the norm for every organization. There is intense competition, and industries are seeing more disruption than ever. Here, we look at key challenges to the success of this journey.
Beyond Possibilities
byOrganizational change initiatives require leaders to demystify strategy and translate it into meaningful, daily activities for their teams. In this interview, esteemed HR executive Larry Solomon shares some insights on unlocking the innate ability of people to react, absorb and triumph amid turbulent change.
Big Agile, Big Challenges
bySeveral frameworks offer a pathway to large-scale agile, but a step-by-step approach, while appealing, can not serve as a substitute for the meaningful cultural change that must take place. Most important to success: a shared vision and clarity of purpose, transparency and patience.
Boyd's Law in Project Management
byColonel John Boyd discovered that the primary determinant to winning aerial dogfights was observing, orienting, planning and acting faster. How does this apply to project management?
Building a Global Sensing Network
byMost organizations fail to harness all of the skills, abilities and talents of the individuals they have to achieve greater performance as a collective. And that is painful for the organization and the individual. How can we better harness the passions and the talents of our individuals to better achieve the collective’s ability to generate revenue and profits?
Building Bridges: The Integration of Acquired Companies
byThere are many aspects to the successful integration of acquired companies. This paper suggests considerations and approaches to establishing the stakeholder connections. The optimal situation is for the project manager to be part of the main acquisition integration team; this article focuses on this scenario, with a separate set of suggestions for other scenarios.
Building Project Environment Resilience
byWhat can organizations do to strengthen their project delivery environments as they head into a critical year? How can they prepare that environment—and the people in it? It will require that resilience is built in to how projects are delivered.
Business Consulting Project Life Cycle
byThe benefits of disciplined project management have been proven by many years of practice in various industries, for different types of projects and team sizes. This article will cover some of the specific challenges facing project managers who run business-consulting projects. There are many different types of consulting projects— engineering-centric, strategy-focused, human resource related, and so forth. This article concentrates on discussing business-consulting projects (when a consulting company is brought in to solve a specific business problem). A typical project has two important characteristics that drive additional challenges from the project management perspective: 1. Relatively short project duration (<6 months) 2. Highly variable scope/deliverables
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You suffer for your soup. - Kramer |
