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15 items found

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Raising the Bar with Agile

by Charlie Rudd

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.

Ranking and Prioritization of Change Requests

by Uma Shankar Danturti

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 Uncertainty

by George Freeman, PMP

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?

Reinforcing Project Management in Functional Organizations with Business Process and Change Management

by Shu-wing Pang

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.

Renewing a Commitment

by Kenneth Darter, PMP

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.

Responding to Change

by Jim Highsmith

Agile project leaders expect change and respond accordingly rather than follow outdated plans.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.

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"The whole problem with the world is that fools and fanatics are always so certain of themselves, but wiser people so full of doubts."

- Bertrand Russell