The director of Stanford’s acclaimed project management program has co-authored a book that outlines a six-part model to help organizations align projects with strategy, culture and structure. Ray Levitt discusses some of the book’s key takeaways with Projects@Work.
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In this roundtable discussion, three proponents of Agile methods discuss their strengths, respond to common criticisms and concerns, and set some misconceptions straight.[more]
In business environments where success is dependent on innovation, project leadership requires flexibility, inquisitiveness and creativity. But it starts at the top, where senior executives must champion a culture unafraid of change, risk-taking and, yes, even the occasional mistake. Projects@Work interviews the CEO of the American Management Association.[more]
The notion of versatility — the balanced use of strengths as appropriate — has major implications in the assessment and development of project leaders. The ideal goal is to use the right blend of complementary skills and attributes at the right times.[more]
With companies awash in projects that lack strategic clarity, no wonder so many initiatives fail outright or drift aimlessly to a slow death. The antidote is a process to set priorities, and some organizational “muscle” to keep the important projects front and center.[more]
Some companies have healthy personalities like “resilient,” but most have unhealthy ones like “passive-aggressive” that can make things difficult for project leaders and teams. The developers of an Organizational DNA framework say that the cure starts with a diagnosis, and that individuals can make a difference in changing their company’s personality for the better.[more]
An organizational project management study demonstrates the clearest link yet between improvements in project management capabilities and effective project delivery. But most organizations still have a long way to go in developing a consistent approach to managing all their projects.[more]
Most organizations still don't have good project methodologies, and if they do, project managers typically aren't following them, industry veteran Tom Mochal says.[more]
PlanView founder Pat Durbin says most organizations are putting the cart before the horse when it comes to managing projects. Without attention to resource capacity, too many initiatives are starting on shaky ground.[more]
Some dos and dont's for overcoming organizational resistance to project management.[more]
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The Six-Way Intersection
