CMOs, PIOs and PMOs, oh my! Does an organization really need all three of these offices, or would a better approach be to merge them? Enter the Alignment Management Office!
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Does modern project management technology allow for PMOs to be automated (and by "automated," we mean "eliminated")? And if so, should that be a viable option?
Most organizations have limited resources to invest in improvement initiatives. And a significant percentage of those resources don’t deliver results. That’s a huge problem. To begin to fix it, we have to understand where and why this waste is occurring.
Lean governance is a term that is being thrown around a lot, but what exactly does it mean? And is it important for the future of PMOs? Yes, but the challenge for PMOs might be in creating the environment where they can leverage lean governance.
Are algorithms driving the prioritization process in your product development efforts at the expense of strategic thinking and context? Because there is no magical spreadsheet or single metric that can replace strategy—the decision-making that considers organizational and market context, that addresses the bigger questions first.
As organizations continue to deal with the uncertainty caused by COVID-19, how can they balance the need to pursue strategic growth with the requirement to maintain flexibility? Here is guidance on creating a clear vision, planning smaller projects, and reprioritizing continuously.
As The Project Economy reimagines business around the concept of projects, the disruption to operations increases. The project delivery function needs to manage that if an organization is going to succeed.
The COVID-19 pandemic is forcing organizations to rethink their strategy and refocus their investments. And just as our understanding of the crisis continues to evolve rapidly, our strategic response must, too, with continuous review and refinement to ensure it stays relevant. Here are four must-ask questions to support the process.
Project leaders need to know where to focus their attention and teams at all times or they risk higher costs, missed deadlines and unhappy stakeholders. Ruthless prioritization keeps the things that would be nice to do from getting in the way of the work that matters most.
Successful product leaders need to delegate most hands-on product work, focusing instead on leader-level activities. That means understanding what each team member can handle, having an upskilling plan, and building trust.