Have you thought about the business model of your company? With the practicality of a template, this article describes a great strategic tool—and how to build one with your team and stakeholders to enhance understanding and value on your project.
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To ensure your PMO is structured to manage the complexities related to the flow of projects that continually pass through the organization, you must instill these traits into its policies, practices and procedures...
For organizational change management strategies to be successful, they must be tethered to transformational leadership practices. Are you an authentic transformational leader?
Many organizations are migrating their data center infrastructure to the cloud. And given the ubiquitous nature of cloud computing, they like the idea of hiring people who have some idea of what it is. For PM professionals, training or even a certification in cloud computing can be a rewarding career path.
We have to look at more than just the traditional project portfolio when it comes to advancing a business—and that means PMOs also have to look beyond projects. But what does that actually look like? Two specific portfolios are becoming more critical to organizational success.
Organizational change management helps ensure that changes are implemented smoothly and efficiently, and that they are aligned with the overall goals and objectives of the company. But how do you approach it differently in an agile versus waterfall environment?
You need to show off your leadership skills by preparing for major obstacles faced in agile transitions. Whether it’s stakeholders wanting to revert back to a legacy methodology or executives balking at changes to status reporting, you need to respond in a constructive manner and help drive the transition forward.
At the intersection of how organizational practices are framed and how accountability for project management is articulated lies four possible scenarios for our PM future. Which dimensions are more or less likely to emerge going forward? This is where there are some intriguing insights...
Nearly a decade ago, this practitioner examined the proposition that if we want to understand what project management’s future might look like, a good place to start is to look at how people in the past envisioned the future. Is that proposition still valid?
There are many uncertainties that frame how project management will advance. Here we share four scenarios of our possible future—and none of them are influenced by the evolution of technology, toolsets and software. Which future looks the most promising to you?