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The real challenge is not being able to identify project delivery improvement resolutions, but to create actionable ones. Here we provide a process to help your resolution discovery process, and provide four additional tips with steps to immediately implement.
Legacy organizational structures and top-down, command-and-control management have institutionalized insular silos, hierarchy and dated governance practices that impede our transition to modern ways of working. A better way? A cross-functional, cross-silo, cross-hierarchy leadership team of teams that is responsible for delivering value and driving change across the organization.
Gartner is predicting that 30% of teams will operate without a boss by 2024. Is that realistic, and what are the implications? Let’s explore those questions in the context of today’s agile environment.
When the pandemic ends, we won’t be going back to the way things were—not completely. We’ve developed new ways of working, and while there is no substitute for in-person collaboration, there are work and team processes that won’t be revived in many organizations because they’ve been improved upon.
With a hospital expansion project placed on hold due to the pandemic, the design team got it restarted by pivoting to a virtual design environment, implementing a virtual “big room” or collocation space, utilizing digital tools to streamline project workflow, and incorporating live and virtual models for real-time collaboration and decision-making.
The adaptation and implementation of new technologies and business strategies has become a major organizational challenge. Here we look at how proper utilization of a wide skill set within the project management discipline can help.
When an organization seeks to leverage agile practices and principles across multiple areas of the business, it must take steps to ensure that legacy groups and functions are not left behind or excluded from the process. It’s not about minimizing disruption; it’s maximizing benefits.
Projects that don’t deliver incremental value run the risk of growing stale, or worse, not growing at all. By maintaining a steady stream of constant, frequent, small releases, the product or solution is in a state of continual improvement, with each release better than the last.
We know a lot about how to help product-focused teams use agility. Those teams can plan for a little bit, collaborate, deliver, and learn from their work. But what about non-product teams? What can you do to exhibit more agility?
Question: We are a large organization that works on hybrid products. It means that we need traditional support for some teams, but also a more flexible way to add new services and ways of working for agile or Disciplined Agile teams. Are there changes that need to occur in the PMO to make this an easier environment, or should that part of our corporate structure remain as it has been in the past?
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"If I had known I was going to live so long, I would have taken better care of myself." - Eubie Blake |
