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.
We solve our uncertainties with more process. We believe that we get a better grip on reality by having a process that dissects one step into more steps, and then asks everyone to check, verify and analyze. This doesn’t work. Try a lean-and-mean approach instead.
Sustainability has become increasingly important to organizations as both a business objective and a necessary constraint. But what does it mean? And how should it be included in the risk process? Here are five areas that should be considered.
Complex projects feature interconnections and dependencies that create unpredictability and particular types of unforeseeable or emergent risks. To cope with these special challenges, we must go beyond traditional risk management processes and develop flexibility and resilience at multiple levels.
A new guide from Project Management Institute helps practitioners and organizations understand and address complexity in projects, including sections on alignment, behavior, standards and developing an action plan.
Thought-leaders and practitioners give voice to the latest trends, techniques and tools.
Agile transformation specialist Kamal Manglani says that teams should decide what (and how many) dedicated roles they need, depending on the environment and values. Transformation isn’t about forcing people to follow a process; it’s about understanding and restructuring rules to produce better outcomes. [14:30]
Carson Pierce, director of project management for web design firm Yellow Pencil, discusses the recent Digital PM Summit and how it differed from other PM conferences … why pure Scrum is a tough sell to clients ... and the community’s efforts to develop a methodology that addresses the unique challenges faced by digital project managers. [19:00]
Jakob Wolman is an agilist, gamestorming facilitator, unabashed advocate of alternative running shoes and a program committee member for next month’s Øredev Developer Conference in Sweden. Here, he talks about what makes the show unique, software development as an art form, and the best running shoes. [11:00]
Laszlo Szalvay and Charlie Rudd of SolutionsIQ discuss the state of scaling Agile and Scrum principles on the enterprise level, including the challenges of intergrating the work of multiple teams on larger programs and portfolios. [30:48]
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.