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.
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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.
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.
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.
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.
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.
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.
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.
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?
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.