Best practices, lessons learned and advice from your peers in the trenches.
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.
Change management typically takes a back seat to the technical aspects of most projects, often with dire consequences. Here is a four-step blueprint for improving the change capabilities across your organization, focusing on four building blocks: structure and governance; methodology; tools; and resources and competency.
What do you do when your team’s view is at odds with your organization’s perspective? It would seem like a no-win situation for even the most experienced project managers, but it can be an opportunity to demonstrate true leadership. Here are three steps to diffusing the conflict and providing value.
A process isn’t worth the paper it’s printed on if it sits on a shelf while everyone does their own thing. For a process to offer value, it must be developed by the people applying it — and once consensus is reached, it should be posted, loud and proud, where it won’t gather dust.
When Enterprise Resource Planning became the next big thing, many organizations jumped in without fully investigating if it was right for them. Here is a deep dive into Oracle’s PeopleSoft, the quintessential ERP suite, from purchase decisions to planning and implementation, along with some helpful post-mortem lessons learned.