We can’t schedule innovation, but we can schedule and fund discovery—an essential part of building products that matter. How do we make the case for discovery as the true path to innovation? Make it tangible and frame it in non-specialist language.
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Many project practitioners focus on execution and think their responsibilities start with the kickoff meeting. But before then, a good intake process can ensure a project is truly ready to begin. And, yes, it should involve not just portfolio or program leaders, but also project managers and teams.
To build better applications, citizen developers need to learn how to analyze and design for enterprise risk requirements as a part of capability development.
In agile product development, we try to work on fewer things and stick with them until we finish. Rapid priority shifts are expensive and demoralizing. But that’s not always clear on the go-to-market side, so we need stories like the Hungry Man Parable to build better understanding.
Scope creep can plague projects where timelines are established at the start, or budgets and resources are fixed. However, it should not be a problem for projects operating with agile principles. Rather than resisting change, an agile team welcomes it, and figures out how to adapt to it. Here's how.
Question: Last week, I was told that there will now be a business analyst (BA) working with my project team. To be honest, we have all the roles filled. Why are we being assigned yet another person to deal with? Isn’t it enough that they also want us to work with a second team to produce the tangible portions of this project, while we do the software and other soft deliverables? Can I refuse to accept this person into the group?
Faced with a project that had no defined scope and no project manager, this practitioner took on the role. Since then, he has completed dozens of similar projects and worked out a reliable general process with five steps.
Experience in the delivery of programs and projects addressing many aspects of emerging technology disruption is virtually non-existent. How will you manage the delivery of these strategic initiatives that include new and unfamiliar technologies?
Organizational leadership often favors the development of soft skills, resulting in the gradual erosion of PM technical skills that form the foundation of any solid project management capability.
Having worked as a project manager delivering technology solutions to life sciences clients for close to a decade, this author has noticed common themes that help ensure project success. Here are six project management takeaways from delivering projects to regulated companies.