There’s been a lot of talk about how the pandemic has been a catalyst for the acceleration of digital transformation. But is that really the case? No, and it's time we stop confusing digitization with digital transformation. What has to change now is the way technology is leveraged.
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Help Your Organization Navigate Turbulent Times Using Organizational Project Management (Webinar Transcript - Korean Translation)by
프로젝트 관리는 주로 전략을 구현하는 도구로 간주됩니다. 그러나 현재의 역동적 인 비즈니스 환경은 조직이 프로젝트 관리를 전략적 역량으로 간주하도록 장려합니다. 이 웹 세미나는 조직에서 프로젝트 기능을위한 전략 수립을 지원하기위한 프레임 워크를 제공합니다.
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?
In this article, we will explore how IT projects can benefit from cloud technologies, both in traditional and agile projects. Online project tools are widely available for usage (team spaces, office software, etc.), but IT projects can take this a step further and save time and costs—and reduce risks when the infrastructure goes cloud.
Hybrid project delivery is focused on independent judgement and decision making rather than defined processes and techniques. How do you teach organizations to succeed in that environment?
There are a lot of different PMO models in place, but is there a consensus view on how many PMOs an organization should have…or at least how multiple PMOs should be structured?
The challenge of portfolio management is to quantify and report the value created by the operations, confirming that the portfolio is contributing to the accomplishment of organizational strategies. Implement the recommended steps to anchor organizational strategy through portfolio management.
Get clarity on who is working on your project by creating a project organization chart for the team. In this article, we’ll look at who to include in your project org chart, how to create the chart and what to do with it once you’ve got one.
Are you looking beyond individual departments and focusing on the value created in the full series of activities they perform to create and deliver their product? Here’s the story of one PM who was willing to step beyond her role to move the focus of “better, cheaper, sooner” to the whole chain of work her firm delivered to its customer.
The trap of applying best-practice project management only to have the project fail because of executive inaction or counteraction can be avoided. This how-to paper describes how project managers can get their executives to act, and it identifies executive actions most likely to contribute to project success.