Best practices, lessons learned and advice from your peers in the trenches.
When organizations base their decisions on desires instead of data, it usually backfires. Here are four important actions that executives, PMO directors and program leaders can take to improve the predictability and success rate of their software development and enhancement projects.
Organizations that can’t adopt and adapt to new technologies are going to be pushed aside by others that can. It’s called a product pivot, and it’s less about the specific technology being launched and more about managing the associated changes it introduces.
Managers in agile organizations remain not only relevant but critical to supporting high-performing initiatives. They recruit and construct teams, gather and provide feedback, guide career paths, and coach results. If a manager isn’t engaged in these areas, it’s likely no one is, and the team will eventually suffer.
Few organizations reports a high degree of benefits realization management maturity, but those that do have a significant edge in achieving goals and business intent, according to a new report from the Project Management Institute. Here are the actions they take.
Organizations that see Agile as a way to remove a layer of management are either missing the point or at risk of missing a huge opportunity. Specifically, the role of a software development manager takes on a different and often more important role in an Agile framework.
When assessing and comparing technology solutions to support your project management efforts, a wide range of potential features must be weighted and rated, along with vendor fit and cost. Use and customize this software evaluation matrix to guide your selection process.
Does your project management office need to evolve from a reactive operation to a proactive force that anticipates changes and builds contingencies into its planning? Here are three strategies to shape the future of your PMO, and stabilize its status as a value driver in your organization.
When people understand what they’re expected to achieve, and that they’ll be given credit for success, they can focus on objectives and outcomes, not just tasks. They can trust the system. Here are four suggestions for creating an organizational culture in which trust is secured by accountability.
How do you spark new innovation in an organization with set ways? Start by making innovation part of everyone’s job description. Provide the training, time and space to do it. Fight fear and resistance early and often. Lastly, recognize and reward innovation every chance you get.
Organizational change initiatives require leaders to demystify strategy and translate it into meaningful, daily activities for their teams. In this interview, esteemed HR executive Larry Solomon shares some insights on unlocking the innate ability of people to react, absorb and triumph amid turbulent change.