Big Data has become the latest craze within the IT community, revolutionizing business intelligence capabilities. But what is it really--and how will it impact our community? Here are some tips for the PM to evolve with this emerging trend.
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As part of your normal read of the business plan for the new year, you notice that part of the organization’s going-forward strategy is to adopt “design thinking” as the framework of choice on all new development projects. Just what the heck is design thinking, anyway?
Business case and project charter confusion is not uncommon. They both have integral roles in the initiation of a new idea--but they should not be used interchangeably. At the end of day, the project sponsor is accountable for success--and is responsible for ensuring recommendations are held up by a sound business case.
Last year, PMI CEO Mark Langley recommended that the PM triangle should be updated with points being Business Acumen, Leadership and Project Management (a small triangle that included scope, budget and schedule). In Part 1 of his series examining the triangle, Harlan Bridges explores Business Acumen.
Organizations can’t wait out uncertainty, whether it is economic, technological or societal. They also can’t pursue strategies to avoid or control disruption. Instead, they must pursue and explore innovation, mitigate risk intelligently, and learn from the outcomes of that work.
Resource management is the top business challenge for most senior executives. Having a hierarchical approach to resource management enables any organization to share unified information across the enterprise so that they can make smarter business decisions across all levels.
Understanding the business context behind a project is important, but for first-time PMs there are a lot of benefits in taking that a step further.
It is this writer's belief that business intelligence fails at the earliest and most important step in the BI process: planning. In order to answer the questions your company has, you will need to clearly understand what they are looking for--which is a lot easier than it sounds.
Projects may be unique endeavors, but they can’t be managed in isolation. They must be integrated and assessed within the context of strategic enterprise goals — a portfolio-level perspective enabling synchronized adjustments on the way to delivery. And this requires project leaders to adjust as well.
Reskilling and upskilling are large steps toward “future worker” requirements—and continuous learning is the next large step projected for the future of professionals. But many organizations aren't properly prepared to meet the needs of their talent.