Measurement has always been an essential part of project management success. The discipline has recently achieved even greater prominence as a project performance domain. Use these tips to refresh your measurement skills and increase performance.
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Historically, project managers have generally taken one of two approaches to dealing with biases in team culture: They’ve either ignored them or they’ve tried to address them head on in an attempt to “overpower” them. Neither of these approaches works.
Key Transparency Index (KTI) of a Project Manager—A First Step Toward Designing a Mathematical Formulaby
Transparency is a key indicator that can lead to early identification of problems, quicker solutions and timely closure of a project. Is it possible to create a simple mathematical formula to set the bar high when you evaluate a project manager’s transparency?
The more important projects become, the more freedom teams need to deliver them. PMs are going to have to be comfortable operating without the “safety net” of a standardized process, because there is soon going to be an unlimited number of ways of working to deliver projects.
The way we work today is increasingly being shaped by artificial intelligence (AI) and machine learning. To keep up, we need to understand these technologies holistically—where they add value, and where they fall short.
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.
Diversity, equity and inclusion are finally starting to gain traction as accepted performance drivers of business success. That’s going to result in project teams having to leverage them. Are we ready?
Governance can sometimes feel as though it’s judgmental of us as individuals, questioning our ability to manage projects. If that happens, it’s up to project managers to address it.
How can organizations, teams and individuals be more innovative? Here we explore how project and program managers can develop and leverage a better strategic understanding of innovation to produce the outcomes that their specific organization needs.
The problem is not that we don't have solutions to our problems, at least at a macro scale. The larger problem is that we don't want to do the hard work necessary to make the solutions happen.