Best practices, lessons learned and advice from your peers in the trenches.
Smart, high-performing organizations are structured to react more quickly to external and internal shifts. They view the future as a possibility, change as an opportunity, and their strategy as the tool to get them there. Here are 10 strategic execution trends they will be focusing on in 2015.
Given their fundamental differences, can Agile and Waterfall methodologies really be combined without causing more headaches than the effort is worth? Yes, but like any successful marriage, it takes some compromise and adjustment. Here are a few guidelines to make it work and reap the best of both worlds.
The PMO may not have direct accountability for the execution of organizational risk processes, but it remains a key stakeholder, providing critical support in a number of areas that impact risk, including process ownership, faciliting change and influencing the project culture.
New regulations and reforms in response to the economic crisis have spawned countless compliance projects across industries. For project managers, the stakes are high — and the stakeholders have the power of the law behind them. Here are six best practices for managing projects in a regulatory environment.
How do strategic or organizational risk processes integrate with project-level risk management without causing duplication of effort or confusion? Let’s consider three categories of interaction between the organization’s portfolio and its individual projects.
Can the practice of stress testing improve the way we manage risk on our projects and programs? Yes, and here are two ways we can use this important approach, from identification of risk to organizational readiness.
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.