Best practices, lessons learned and advice from your peers in the trenches.
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.
Project management offices often face skepticism, misunderstanding or resistance, especially new or restructured ones. Here is a PowerPoint presentation template that PMO leaders can use to educate the larger organization about their purpose, scope and key functions. It can be tailored, customized and reused according to your PMO's specific structure, mandate and needs.
The term “business transformation” can have a variety of meanings depending on who you’re talking to, but the question of how it relates to PPM was pretty well addressed at this year’s Gartner PPM & IT Governance Summit in Orlando.
There will always be challenges around communications, be it giving or receiving information. But often it is the project environment we operate in that is the toughest challenge of all. Here are ideas for overcoming organizational barriers to effective communication. Consistency and context are keys.
In many transformation initiatives, there is a disconnect between top and bottom — that is, the executives mandating the change and the teams adapting it. Vertical slicing is a cross-functional, cross-level approach that removes communication barriers and leverages interconnected change agents throughout the organization to test and validate decisions.
A customer-centric PMO goes beyond cost reduction efficiencies and aligns itself with initiatives that benefit customers, which in turn benefit the business and the workforce. To justify this focus, the PMO must be able to measure the value of customer initiatives through several metrics.
Risk facilitators play a critical role in the risk management process, leading discussions that identify, assess and develop responses. To be effective, facilitators not only understand risk principles and processes but also projects and people. And they are adept at three facilitation styles, knowing when each is most appropriate.
Project and programs are the drivers of change in organizations, but too often more attention is paid to the plan and cost than to the people who can make or break these initiatives. To succeed, we must embrace our “inner politician” and work closely with both the key influencers and the skeptics within our organizations.
When teams are working in multiple locations, time zones and cultures, there is no substitute for clear upfront goals, real-time visibility, flexible work approaches and powerful collaboration tools. Here are seven measures that are fundamental to success on global projects.