Reaching our PM potential in uncertain times requires one to recognize their untapped potential, especially that which rests beyond the traditional operational perspectives of project management. So what are we waiting for?
It is no longer enough to proactively forecast, budget and staff projects. The rapid pace of change requires next-generation strategies that use predictive analysis. And new predictive technologies are transforming project portfolio management, providing the insight to manage forward, rather than looking through the rearview mirror.
Agile anticipates being wrong, or at least not exactly right, and the same principle applies to any organization becoming agile. The best approach is to simply get started and commit to the fundamentals: prioritize, re-plan, release frequently, seek constant feedback, and trust enough in the cycle to continue.
Any sports fan will tell you that a good team is more than the sum of its parts. Talent is great, but without a real team experience, success is elusive. Make sure you have a real project team, and not just a bunch of good workers.
How can you ensure that your PMO is as strong as it can be as the economy recovers? In this article, we look at how you can use this opportunity to improve your PMO--making it a more significant contributor to your organization than it was before the downturn.
Major project failure can happen to anyone. What’s important is to make sure that the organization can recover from such a situation, and that requires both advance planning (it’s too late to start planning the recovery when the disaster has already happened) and strong execution. Is your PMO prepared?
Collaboration in an agile or DevOps environment isn’t just about choosing a new technology solution. It calls for a new collaborative culture that transforms change management, team composition and workflows between development and operations. Here are 10 tips to make it happen.
We often want people to feel that certain tasks are urgent. In order to do that, we have to create consequences to get people to act with urgency in otherwise non-urgent situations. This means that we deliberately want people to feel that something bad could happen if they don’t work quickly. And that's a problem. A culture of urgency makes it difficult for long-term thinking, and reinforces finding the quick fix.
If the primary reasons for portfolio management start with resource constraints, you’re probably wondering how we got to strategic alignment. And that, dear reader, would be an excellent question...
The logical and illogical ramifications of the pandemic will change how we work in large and small ways. At a macroeconomic level, the business case for many projects will change. At the project level, what might change?