Making the leap from traditional methods to highly creative methods doesn’t always work well. If you want to pursue creative problem solving, getting started with smaller efforts first is helpful. Here are six steps that can help.
A program manager must monitor progress on the projects that make up the program without treading on the toes of project managers. How do you walk that tightrope?
As the world changes more quickly and projects become ever more important, project management becomes more critical than ever to success…right? Well, maybe not...
The fast spin of technology demands that we have a dynamic workforce we hire with the notion that we want to keep talented members on board indefinitely—much of which can be accomplished with a vision of constantly developing and enhancing their abilities.
It’s a very strange thing, but we don’t really like success. We don’t embrace it. We often forget to celebrate it. We very frequently look upon the idea of rejoicing in success as an unproductive and unnecessary frivolity. But it doesn’t have to be this way...
For many organizations, PMOs are still inevitably viewed as an IT-aligned function. That needs to change. When a company's only PMO is within IT, there is never going to be sufficient visibility to ensure that the net value delivery is positive.
The Project Economy offers so much rich potential as society optimizes and extends the amazing achievements that technological advance now puts at our fingertips. It is no surprise that disruption accompanies change, and that there can be resistance to that which is different. But if we can view the world through this new, future-focused lens, we can prepare ourselves, our organizations, and our society to make the most of the opportunity.
Most organizations have limited resources to invest in improvement initiatives. And a significant percentage of those resources don’t deliver results. That’s a huge problem. To begin to fix it, we have to understand where and why this waste is occurring.
The forces that are driving changes in perceptions in projects, in process and in how we work in teams are real, significant and not going away any time soon. The pressure to deliver—and do so quickly—is continuing to ramp up. That has some fundamental implications for organizations, how they think about projects and how they think about project management.
If we assume that we all want our projects to be as successful as possible, we need to take note of what actually drives performance and adapt our behaviors accordingly. A new report offers some insight.
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"I'm glad I did it, partly because it was worth it, but mostly because I shall never have to do it again." - Mark Twain |
