With an Agile approach to performance improvement, people are seen as the source of value, rather than the problem that needs fixing, and tools and processes are designed to free teams to perform the irreducible activities that only people working together can accomplish. Here are some best practices for aligning the needs of people, teams and organizations.
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In the real business world, there are several techniques used by organizations to process change requests that impact a stable environment. This article will share a perspective on utilizing the weighted average technique to rank and prioritize a change request.
Reaching our PM potential in uncertain times requires one to recognize their untapped potential, especially that which rests beyond the traditional operational perspectives of project management. So what are we waiting for?
In this article, the author looks at how to deal with project uncertainty by sharing lessons learned after working to secure funds for applications received through the Paycheck Protection Program.
Sometimes good projects can fail or stagnate. Introducing the risk of change to a project can revitalize it for success. This article will focus on the 10 steps that should be taken to successfully reboot a project and ensure optimal performance and deliverables.
In today’s world, businesses are continuously reinventing themselves—and that means projects. As a result, project managers have never been more important. Are you ready to adapt?
Reinforcing Project Management in Functional Organizations with Business Process and Change Managementby
Organizational structures are an important enterprise environmental factor affecting the effectiveness of project management. Through a literature review and an actual business case, this article reveals how a functional organization structure limits project management practice. The article will then illustrate how proper business process and change management initiatives can be adopted to enhance the values of project management under such an organizational structure.
There is often a stakeholder who is genuinely dedicated to the success of the project--and yet without any malicious intent, they become the lynchpin that can unravel the entire effort. Here are four things that can help you manage this stakeholder’s expectations without leaving a bruised ego behind.
When you are committed to a project or position, there may come a time when you question its validity or usefulness. But a thorough review may help you get the renewal you need.
Agile project leaders expect change and respond accordingly rather than follow outdated plans. In practice, they “envision-explore” versus “plan-do” — they understand the limits of anticipating and trust more in their ability to adapt their processes and practices as necessary.