A decision to implement any form of change should always be based on known data. Determining if an organization may benefit from implementing agile practices and tools—or completely transforming into an agile organization—is no different.
Spending decisions in a PMO can foster or impede the organization. The process is volatile by the nature of its political implications. To allocate budget and resources in a smart way—and to achieve organizational goals—a measurable approach needs to take the following dimensions into consideration…
Project managers and teams are used to solving problems, but sometimes the better approach is to not even try. Unfortunately, not many PMs are embracing that approach yet.
Is your company anti-project management? You can make a difference. In this article, the author shares various steps you can follow to start spreading a project management culture in a full functional organization that has (thus far) resisted the discipline.
PMI is providing an opportunity for interested experts to review and comment on the draft of the Standard for Organizational Project Management (OPM). This new standard, which will replace the current Implementing Organizational Project Management: A Practice Guide, has been developed by a global team of OPM, PMO and methodology experts, and we are now looking for broad, public comment to help us improve the quality of the document before its publication.
"We need to guess if we are successful?!” They often get a bad rap, they’re often misunderstood, and executives frequently want to avoid them. But subjective performance measures help when there simply isn’t a way to know whether benefits have been achieved.
Developing the business acumen to understand and provide the right feedback to senior leadership to pick and choose the right projects that will help achieve the larger strategic objectives is essential for the modern-day PM. Are you ready for the challenge?
Organizations that can structure work in a way that allows people—especially those involved in projects and technology—to shape the way they produce value are most likely to experience a sustainable and stable workforce.
People are never interchangeable parts. Yet most organizations engage in little contingency planning for the inevitable human downtime. In this article, the author gives an example of poor planning, raises a reminder to managers and gives some practical steps to mitigate the problem.
There aren't many aspects of work—or life in general—where a one-size-fits-all approach is appropriate today. Enter the concept of tailoring to ensure the best possible performance for your projects! Here we provide help with knowing where, how and when to tailor.
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"Only those who have been in the frying pan are really qualified to talk about the heat." - Winston Churchill |
