Organizations have been forced to demonstrate a lot of agility in the last few weeks, with more to come. Many of those organizations have found they aren’t as agile as they thought. So how do they improve?
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How can PMs navigate difficulties beyond their immediate control? By exploring the value of cultivating foresight methods and a futures-oriented mindset, PMs and their team members are better prepared to navigate an increasingly complex organizational and global landscape.
While uncertainty is incredibly uncomfortable, it is possible to manage through it. Personally, collaboratively and organizationally, there are strategies that we can employ to recognize, assess and navigate the challenges around us.
Through detailed delineation of a dual-leadership model, this paper promotes the idea that to be successful, companies pursuing business process improvement or transformation strategy need to assign both a Belt and a PMP to jointly plan, manage, and deliver the transformation strategy.
The impact from COVID-19 has been swift and, in many cases, dramatic. Even so, projects that deliver meaningful results must stay on track. What can you do to keep those meaningful projects on track? Here are five simple yet effective actions you can take.
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Organizations are the ultimate work-in-progress project—one that is constantly evolving, changing and transforming in order to achieve its goals. In that context, it’s easy to see why an organization would need project managers who can embrace moving targets and continuously adapt to changing needs.
Experience in the delivery of programs and projects addressing many aspects of emerging technology disruption is virtually non-existent. How will you manage the delivery of these strategic initiatives that include new and unfamiliar technologies?
The general expectation from conducting an agile transformation is strengthening your ability to quickly adapt and respond on an enterprise-wide level. This article shares practical experience in three critical benefits.