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.
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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.
In uncertain times, you might not know how to approach your project portfolio. You might be tempted to continue with “business as usual”—even though our times are not at all usual. Instead, consider how you can rethink the value of each project and effort. The results might surprise you.
Even as the world economy and individual business deal with the fallout of the COVID-19 coronavirus pandemic, leaders need to get focused on how to build a better organization going forward. Here are some questions to ask and areas of investment to consider.
When business priorities change, projects get put on hold. As the project manager, you might then have to take on a different project. But how should you manage and report a project that is paused? Read these tips for moving a project to “on hold” status.
Organizations approve more initiatives than they are capable of delivering, creating frustration when those projects fail to achieve expected results. Why is there a reluctance to reduce the number of projects in progress? More important, how do we change that mindset?
Do large-scale philanthropic initiatives have something to teach us about how portfolio, program and project management gets done?