Provocative thinking from the field.
The problem-solving skills on which project managers largely build their reputations might be greatly improved by mastering the challenge of problem-selecting instead. In short, the difficulty isn’t the problem; it's how we’re coping with it. Radical acceptance is a start.
Most large global organizations will rely on “activist” enterprise program management office (EPMO) leaders by 2017, according to research analyst Gartner. The emerging role is a response to the need to significantly improve strategic execution, and increased pressure toward innovation and differentiation.
Yes, project success or failure is ultimately the responsibility of you, the project manager. You’re in charge of everything, from planning and reporting to monitoring risk, budget and schedule. But there are other people who must take ownership of their parts of the project. And it’s also your job to make that clear.
Project managers and business analysts share many challenges and concerns, particularly in the areas of requirements, communication, stakeholders and professional development. Here are seven emerging trends, ranging from smaller projects to fewer emails, that BAs and PMs should be tracking and leveraging in 2014.
Organizations are releasing software as soon as possible, skimping on Quality Assurance, squeezing testers, and pointing fingers when it all goes wrong. As our series concludes, we look at the final two reasons that they should just do away with software QA completely (but not really).
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.
It’s easy to be a leader when things are going well, but it is how we lead our teams under pressure and react in times of crisis, when projects are going wrong, that defines us. The world lost a great leader with the passing of Nelson Mandela, but what he taught us can last forever.
Organizations are releasing software as soon as possible, skimping on Quality Assurance, squeezing testers, and pointing fingers when it all goes wrong. As our series continues, we look at the third of five reasons that they should just do away with software QA completely — that is, management needs scapegoats.
Small projects may not seem worth the effort of writing a charter and getting approval to do the work, but there are caveats in working on such unsanctioned efforts. Let’s explores the reasons why all projects should be considered charter-worthy, and the risks of working on unchartered projects.
No recipe ever baked a cake. While we might rely upon experience and knowledge to guide our projects, something else bridges many of them. Consider the Operational Imperative: that all work must be tangible, time-bound and produce discernible results, and how little work today seems to be characterized in this way.