Coordination and collaboration
metrics and methods
PMOs, standards and training
knowledge-sharing and decision-making.
Best practices, lessons learned and advice from your peers in the trenches.
The rise of big data and analytics can greatly improve an organization’s decision making, from programs and portfolios to products and processes. Here is a comprehensive checklist to help PMOs develop a framework for structuring large analytics projects, ensuring they deliver the desired business insights and impact.
Flexible work approaches allow teams to use the methodologies that best suit their needs. Agile and Waterfall methods can be used within the same program or portfolio of projects, but like any successful marriage, it takes compromise and adjustment. Here are six guidelines to make it work and make your organization more Agile.
Can we come up with an economic model that shows whether Agile practices actually deliver the promised value? Troy Magennis is working on it. Here he discusses how quantitative metrics can serve as a common language to join disparate perspectives within an organization, and why intuition is no way to drive real transformation. [33 min.]
The difference between a successful Project Portfolio Management implementation and a drawn-out process that fails to make the most of your investment often comes down to a lack of planning and poor change management. Here are six questions to ask before the kickoff to ensure you set the right expectations, with the necessary support and staffing.
Thought-leaders and practitioners give voice to the latest trends, techniques and tools.
Agile coach, consultant and author Bas Vodde shares insights and practical tips for scaling Scrum efforts in larger organizations, including key principles of the Large-Scale Scrum (LeSS) framework, which features fewer roles, artifacts and handoffs, among other guidelines. [32:40]
Agile transformations tend to focus on teaching team members new approaches and behaviors, neglecting to address how managers must also change. But even with self-organizing teams, managers have a crucial role to play and need some guidance to do it right, says Ron Lichty, technology leader and author of Managing the Unmanageable. [23:47]
David Anderson discusses this week’s Modern Management Methods conference in San Francisco, which focused on helping executives and managers make better decisions in the face of 21st Century complexity and uncertainty, including tracks and interactive workshops on Lean, Kanban, risk and more. [16:30]
How do organizations prevent improvement intiatives from losing steam? George Schlitz says leaders need to create “safe yet effective disruption” by identifying processes and policies that are getting in the way of effective change and then developing new approaches that support the desired values. [13:20]
There's no one right way to get the job done — it's about context and striking a balance that suits the situation. Let's compare and contrast different approaches.
Compliance and Help Desk PMOs both have frequent interaction with project managers, but the nature of that interaction is very different. What benefits do they offer, what are their drawbacks, and in what types of organizations are they best suited? Here’s a comparison of both models.
What are the key differences between compliance-based PMOs and their administrative counterparts? What are their advantages and downsides? Why do project managers tend to prefer one over the other? And what organizational factors should be considered when deciding to establish one PMO approach over the other? Here's a comparison of both models.
An administrative PMO doesn’t get heavily involved in day-to-day execution of the processes it develops, and works best with experienced project managers who prefer independence. A help-desk PMO offers the additional function of coach and mentor, and works better in a culture of open communication and continuous improvement. Here’s a comparison of both models.
Steering committees can reduce risk, facilitate faster decision making and keep the project manager more closely informed on the project’s position in the portfolio and in the organization as a whole. But there is overhead, and they can end up being just another level of bureaucracy in the project management hierarchy.