Best practices, lessons learned and advice from your peers in the trenches.
Remote work is here to stay, but some people are more likely to thrive on distributed project teams than others. To overcome the challenges and reap the benefits, leaders need to shift focus from input to output, provide explicit feedback, and facilitate online communication and relationship-building.
Many organizational change initiatives start with a bang and end with a whimper. New ideas need dedicated champions to sustain momentum as people lose interest and obstacles are encountered. Here are some ongoing activities to keep individuals engaged, informed and supportive.
Agile anticipates being wrong, or at least not exactly right, and the same principle applies to any organization becoming agile. The best approach is to simply get started and commit to the fundamentals: prioritize, re-plan, release frequently, seek constant feedback, and trust enough in the cycle to continue.
In the ever leaner, faster business world, the pressure to perform only intensifies. In high-stress project environments, it is critical that leaders recognize the warning signs of people who are suffering and provide support to limit or prevent both immediate and long-term damage to team morale and productivity.
Nurturing a work environment that fosters communication among teams, managers and stakeholders is an undisputed key to success. But some leaders focus too much on requiring a steady stream of detailed reports and too little on context. After a while, this frenetic approach to “communication” just becomes noise.
Project risk analysis is about more than determining the probability of finishing on time and on budget. It should also be used to decide whether a project is a viable “go” in the first place. The more diligence we apply in this initiation or pre-planning stage will pave the way for less risky projects during execution.
Leading change is not a one-person job. For a new idea or innovation to succeed across an organization, the effort’s “champion” should encourage everyone possible to contribute and claim ownership of some part of it. Diverse input also helps everyone learn more about the idea and their organization.
While creating estimates is a fundamental step toward improving productivity on software development projects, it is not enough. Here is a full-circle model that organizations can apply to track actual performance against estimates, reforecast when significant changes occur, and then continually refine the process through post-mortem assessment.
Most major organizational initiatives require visible, unambiguous, short-term wins to persuade skeptics and marginalize cynics. Strategic change leaders need to identify the low-risk actions within the larger effort that will have the widest impact, and then publicize the results. Here are helpful tips and real-world examples.
Successful projects deliver value; they benefit their organizations. But many organizations bring a haphazard approach to benefits realization, from unrealistic business cases to short-sighted decisions during execution to a stunning lack of post-delivery accountability. Let's take a look at these issues, and what can be done about them.