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.
A portfolio can drive changes into a program and vice versa, thus creating risks, changing existing ones or indirectly impacting them through other constraints. This requires a close working relationship between portfolio and program managers. It also presents a challenge of weight decisions about today’s problems versus tomorrow’s.
Melanie Franklin’s new book presents an agile framework for planning and implementing change. She says Agile doesn’t just welcome change, it actively seeks it out. Here, she discusses what that means for project leaders, including the often overlooked importance of psychology, relationship-building and self-awareness in managing change. [24:20]
The program stands in the middle of organizational risk management, executing down through projects and considering impacts up to the portfolio. Here are key factors when determining if risk management should be “downloaded” to the project level or “uploaded” to the program level.
Can you formalize your processes and still maintain an Agile culture? More specifically, can Agile principles coexist alongside a Capability Maturity Model Integration program? Here is how once organization has embraced both its CMMI journey and Agile ways to achieve new levels of success.
Thought-leaders and practitioners give voice to the latest trends, techniques and tools.
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]
We need more options and fewer commitments, says Jabe Bloom, who helps organizations be more agile in their decision-making through Real Options Theory. It requires engaging with uncertainty, creating and keeping options open as long as possible, and then figuring out the optimal moment to choose. [23:30]
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.