Best practices, lessons learned and advice from your peers in the trenches.
The higher levels of an organization often struggle to keep track of the work they direct. A different set of obligations keeps them out of the day-to-day work and challenges project teams face. When adopting Agile, this gap can become even larger due to a separation of leadership values from team values.
Flat management systems are producing benefits for a growing number of organizations that thrive on innovation and rapid change. By reducing their management hierarchies, they have democratized decision-making, spurred creative problem-solving and fostered greater trust in the workplace. Here’s how and why it works.
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.
Organizations must fully integrate sustainability and social responsibility into their strategic goals and initiatives or they won’t survive the 21st Century. That’s the message from former PMI CEO Greg Balestrero, co-author of a new book that makes a compelling case for change, with a practical roadmap to see it through.
Management reserves address the fact that not all project risks can be identified up front — the “unknown unknowns.” Many organizations fail to recognize the need for these reserves, and many more set them arbitrarily. But ignoring the importance of reserves is a risk in itself, and guessing how much to allocate for them is just bad management.
One of the keys to building a project portfolio management program that is embraced by the entire organization is the establishment of a common set of project artifacts. To get started, here are downloadable samples of six key artifacts, including the project brief, plan, status report, delay report, health bulletin and interdependency journal.
Project management continues to be an ever-changing dynamic, influenced by technology, globalization and lessons learned from past and current practices. Here are five important trends that successful organizations are incorporating into their project management practices.