Sustainability is important for the planet. If it isn’t as important for our employer, do we have to do something about that? Should we try to become a conscience for our employer, at least as far as the project we are managing is concerned?
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Agile approaches often have greater engagement levels between stakeholders. While those conversations generally focus on the deliverables and how they meet the customer’s needs, can they also drive sustainability best practices?
Saving the world is a heavy undertaking. That's probably why many of us leave it to the superheroes of cartoon and screen to take on. Or the men and women of the armed forces, taking on the impossible while wearing blue berets. Whatever your preferred form of superhero, real or imagined, it probably isn't you. But maybe it's time to go get a cape...
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?
There is a caution that needs to be raised and addressed as we encourage project managers to build their strategic, business and leadership skills. We need to be clear about why these skills are needed, and how they are expected to be utilized.
Forget what the PM's background is, forget where their expertise lies. What is the optimal amount of business knowledge that a PM should have on a project? How well do they need to understand the business to be successful? Are you becoming the man or woman who knew too much?
Waterfall projects are “done” at the end, and it is easy to determine when benefits realization begins; however, on agile projects, deliverables are produced in a phased approach, and benefits realization may begin at many points along the project lifecycle. Which brings us to the question at hand: For agile projects, when can we start deducting/amortizing capital expenses?
A new report from Project Management Institute highlights six foundational practices for establishing an Agile culture, including rapid response to opportunities, shorter review-decision cycles, elimination of organizational silos, alignment of capabilities to strategy, a focus on change management, and integration of the customer’s voice.
Many organizations have already begun to experience difficulty recruiting and retaining resources for their projects and programs. However, when you add the extreme shortage of resources for new and emerging technologies, the problem becomes much worse—and we should all be deeply concerned.
When project management and corporate governance join forces, organizations can boost efficiency and maximize growth opportunities. A fully engaged IT project management office will assist senior managers in the prioritization of the best ROI and strategic projects and make certain that IT projects deliver what’s expected.