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26 items found

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Pause and Assess

by Vincent McGevna

Despite our best planning efforts, unexpected events will bring problems to some projects. When they do, resist the temptation to respond in an ad hoc fashion to get back on track. It’s better to perform a formal assessment and make changes with the same care that went into the original plan.

Piggyback Your Idea

by Linda Rising and Mary Lynn Manns

When faced with procedural obstacles to introduce a new idea, change champions should look for a way to piggyback on well-accepted practices in the organization. If you can “market” a new idea as an add-on or a small improvement to an established practice, you are likely to meet less resistance.

PM Blind Spots

by Jim Stewart, PMP

Projects are often run by inexperienced project managers who are unfamiliar with techniques to manage projects more effectively. In this series, Jim Stewart, PMP, brings some of these common blind spots into sharper focus.

PMOs and the Advancement of Project Management

by Andy Jordan

What role, if any, do PMOs play in shaping the future of project management? PMOs must not only understand the trends that are occurring within project management as a whole, they must act as the shapers of those trends within their organizations.

PMOs, OPM3 and Culture Transformation

by John Schlichter

The building of capable project management processes and the transformation of a company’s project management culture go hand in hand. Project management offices and the standard known as OPM3 should play a lead role in accomplishing both.

Portfolio Change Control

by Andy Jordan

Change at the portfolio level involves complex decisions and greater risk. It is challenging enough without the burden of unnecessary churn that disrupts legitimate change. Here’s a look at what drives portfolio change, and ways to minimize churn, from the planning cycle to ongoing communication and visibility.

Portfolio Management from the PM's Perspective

by Andy Jordan

Many organizations fail to recognize that they are driving significant change to a PM’s job--and even fewer do anything to try and make the transition a constructive one. Here, we look at portfolio management in terms of the impact on PMs--and offer some guidance on how to help ensure that those PMs are champions of the evolution rather than resistors.

PPM 101: Work Changes

by Tom Mochal

When business conditions and priorities change, the approved work within your project portfolio will likely change as well. Here are some common scenarios that require new courses of action, and suggestions for integrating the work changes into your portfolio.

Practical Methods for Successful Change Adoption

by Aimee Baxter, PMP

What are the elements that can ensure a successful project adoption? What are some basic tactics that can be used to help make sure that stakeholders and in-the-trenches users have the best attitude possible to make the change and spread the news to their colleagues?

Practical Project Best Practices for Successful BRM

by Arpad Feraji

What can be done during project execution to help successfully deliver intended project benefits? From getting change management in shape to testing for benefits, here are some ideas based on the writer's experience with IT projects and ERP-enabled transformations.

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