As organizations strive to respond faster to ever-changing business conditions, their strategic decision-making windows get tighter. But they also need to remain open to a range of perspectives and input. How does that work?
1264 items found
A change of year is a great time to refocus and reenergize. As you plan out work in 2023, it’s important to be realistic, flexible, aspirational and inspirational. This builds a foundation for positive results early on—and throughout the year.
Product teams are becoming increasingly commonplace, but are organizations leveraging them in the most appropriate manner? The way agile product delivery is being implemented can be elevated from a broadly tactical, case-by-case consideration to a more strategic one.
How do we ensure that project managers can be empowered to drive the decisions that organizations need—while still being supported by those organizations? And how can that be achieved in an environment where leaders can drive overall strategy without having to be involved in every key decision?
As you plan an agile transformation strategy for your organization, one of the most important questions to ask is, “What tool would work best to help us?” Consider these nine key factors before you make a decision.
What will project managers be doing in 2030? Believe it or not, with all the work being taken off our shoulders, even more is being added. In the near future, organizational leadership will increasingly expect PMs to be brilliant in a wide range of strategic imperatives.
What is project management’s future? Will it continue to feel familiar, or is there a radical inflection point on the horizon? To know the answer, it’s important to think about these six dominant uncertainties around how project management is actually practiced.
A lot of project management and administration remains manual. This isn’t exactly the promise of technology making work more effective and efficient. So, what’s going on? Project environments need to make more and better use of software if future performance is to be optimized.
Organizations can’t succeed without an effective strategy, but strategy alone won’t deliver successful outcomes. And not all organizations are acknowledging that fact.
Some innovations and sci-fi level technologies that we once only imagined in the movies (Internet of the Body? Thought-driven prosthetics?) are just around the corner. Is this something we should applaud or fear?