Determining the nature and scope of a project is essential to refining how the resulting effort will accomplish business needs. A crucial component of this is having the knowledge of the business environment and the demands it must meet.
This pandemic is going to change the way projects are handled for the near term—and some changes will stay in effect long after the crisis. Indeed, some of the new ways of working may prove to be better than the old ways, including interacting in an asynchronous manner.
Every project manager only has one first project, but that doesn’t mean you can’t become a "new PM" further into your career—and use that opportunity to grow by embracing the discomfort.
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.
Some 87 percent of businesses fail to execute their strategy each year. Disconnectedness is at the heart of the problem, according to strategic execution consultant Dan Prosser, whose new book offers eight insights into why and how to fix it, from the power of conversations to the possibilities in chaos.
A recent Harvard Business Review article revealed that one in six IT projects has a cost overrun of 200%. That's a pretty high rate of failure for estimation. To minimize the risk of having your next technical project go awry, stop estimating and start budgeting.