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To be successful, an individual or organization must open their minds about what may be possible in the near term—but perhaps has absolutely no tie to the past whatsoever. This is especially the case when it comes to the seemingly unlimited possibilities of new technologies that are beginning to emerge.
In this article, the authors describe how two very different industries — enterprise cloud computing and government research and development — are leveraging varied methodologies to satisfy market demands. The agile-based project management used in the first case is compared with aggressive, concurrent engineering combined with traditional project management in the second case. The corporate cultures that influence each industry’s choice of methodology will be discussed.
When an organization consistently approves too much work, it fails to understand that planned work and work capacity are dramatically out of synch. PMOs must learn to optimize the ability to leverage whatever capacity the company has.
A project manager has to make sure that stakeholders’ demands are aligned with the project’s objectives. Here are five steps that can help you perform this balancing act and ensure a successful project outcome.
Most organizations fail to harness all of the skills, abilities and talents of the individuals they have to achieve greater performance as a collective. And that is painful for the organization and the individual. How can we better harness the passions and the talents of our individuals to better achieve the collective’s ability to generate revenue and profits?
This article describes an approach to answer a recurring question from upper level management: Do we have the right people managing our projects? It provides a systematic tool to determine whether there is a good fit between business needs and the project managers’ skill profiles. The resulting action plan may provide the required starting point to improve the efficiency of the project management workforce.
Does the employer you work for say anything about you? Should it? How do you separate your job and career from the organization that employs you?
Capital program management is an effective method for managing engineering improvements in a facility. Too often, project engineers are managing projects on a short-term basis in a “firefighting” mode. A strategic capital management program provides the foundation for good project execution, improved plant infrastructure, cost savings, enhanced quality, and meeting customer deliverables.
Many organizations have already begun to experience difficulty recruiting and retaining resources for their projects and programs. However, when you add the extreme shortage of resources for new and emerging technologies, the problem becomes much worse—and we should all be deeply concerned.
Successful projects are built on strong relationships and solid processes; however, it is the people involved that make every project happen. Managing people is also the most challenging part of the project. Some of the issues related to human resources are peculiar to projects—but can be dealt with using an innovative approach that is unique and project specific.
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