As our series continues, we continue to examine what the post-mortem for the failed Titanic project would look like, and how can it help you in today’s IT landscape.
Given IT has played a significant role in business since the 1960s, it seems almost inconceivable that CIOs are still alignment challenged. Perhaps the challenge isn’t so much getting aligned but staying aligned given the pace and nature of change companies must cope with and adapt to in today’s global economies.
To recover a troubled project you must have the experience to “see it how it is” and the courage to “call it like you see it.” You also must negotiate a different set of rules by which to manage the project, with an emphasis on change. If you possess these qualities, the troubled project environment may be for you.
For the most part, Chief Information Officers have been around a lot longer than Chief Project Officers. In many organizations, the CIO often (and without recognition) wears the CPO hat. But now that CPOs are becoming more abundant, there is a natural kinship that can be forged–one that can shape an organization’s future in a positive way.
Many organizations are looking at a PMO hierarchy–a single, central EPMO that aligns with the portfolio and defines corporate-wide strategy, paired with departmental-level PMOs that are modified versions of the distributed PMO model that organizations are more familiar with. In this article, we look at some of the considerations necessary to build an effective two-tier model.
When should you use waterfall and when should you use agile? The usual answer to this question is vague: Apply each approach according to circumstances. This article discusses the main positive and negative aspects of the waterfall and agile approaches, deconstructing some of the myths behind them and suggesting where one could be used over the other according to different factors.
Companies believe there are many benefits to recruiting and hiring you, the veteran. However, some companies have misconceptions about the risks and challenges associated with hiring employees transitioning from the military. You can easily overcome this bias by gravitating toward military-friendly companies.
The role of product manager is one that is poorly understood, with different interpretations among organizations. But whether you’re working for a small software company or a big consumer electronics manufacturer, these ten steps can transform product management from being a reactive tactical process to a strategic asset.
For engineering students today, a more diverse course of learning that brings together technical, managerial and life skills is becoming increasingly common. In order to explore engineering student perceptions of project management as a subject—and their experiences of studying it—a short survey was administered to two cohorts of students.
Engaging the right stakeholders at the right time during requirements gathering is the best way to ensure all perspectives are considered and the best solution is built. This article features a project professional discussing how project management principles were used to help build an apartment complex for the visually impaired. It details the full collaboration between the end users and other stakeholders. It then overviews how user needs were prioritized starting with addressing a basic set of requirements. The article also explores the challenges presented when the residents required the same features they were accustomed to and how these challenges were resolved.
The tsunami of devices from the Internet of Things (IoT) has come to our homes, workplaces and industries—and to the projects we manage and products we create. Let’s see why the combination of innovation and agility is essential to leverage the “power of the thing” to win in this highly competitive market.
By focusing exclusively on efficiency, organizations have lost their ability to innovate, says business school dean, author and entrepreneur Jim Dewald. They need to invest in discovering opportunities, value transparency, and support managers who can balance the tension between individual initiative and structural controls.
Firmly established as a distinct discipline that can deliver real value and benefits to companies, both in the short-term and for the long haul, project portfolio management enters 2009 with momentum. But many challenges and changes are on the horizon. Here, a leading PPM analyst shares his thoughts and predictions.
An ITO transition is the complex first phase of the IT outsourcing contract that has strategic importance for the success of the contract. This paper provides an understanding of the transition phase along with the specific attributes that make an ITO transition different from many IT projects; and the key success factors to successfully achieving an ITO transition implementation.
As our Ancient Guide to Modern Project Magagement continues, we examine the rise and fall of Rome in a chronological manner. In this installment, we will watch Rome rise from an early monarchy to an organized republic and see it expand through military expertise and strategic alliances, and then watch it go from a republic to a dictatorship.
Now is the time of year where we pretend that we can will ourselves into doing something differently than we have so far. So what if our resolution was to become a better project manager? What then? There is a whole range of changes that this might contemplate. At the same time, there are any number of potential roadblocks that might derail us at the first turn.
One day you may have to tell a colleague, a team member, perhaps even a friend that they are not the right person to lead a project or fill a key role that they might very much desire. Here are some leadership guidelines, based on recent personal experience, for handling such difficult resource changes the right way.
How to get to the top of the corporate ladder is not PM 101, it’s PM 500. It’s where big mistakes are made because PMs are not ready to cope with the hurdles. Success doesn’t come without work and angst, and the same goes with PMs. You have to know how to play the game. Let’s explore the game, players, tactics and more importantly, how to score those winning goals.
Part of a project manager’s job description is facilitation — drawing out the best in a team and paving the way for a project to succeed. But you aren’t born with these skills, nor can you earn them with a diploma. Facilitation requires ongoing attention to nine disciplines, including detachment, engagement and even a sense of wonder.
With IT shops in 73 countries doing good work but doing it their own way, employment services leader Manpower decided it was time to govern globally, execute locally. That meant leveraging common processes and tools without stamping out entrepreneurship and innovation. Here’s a conversation on how they’re doing it.
Many large work initiatives run as projects would be more successful managed as programs. Such misdiagnosed projects include dimensions of size, complexity and duration that challenge the project perspective and lead to a higher likelihood of failure. A different methodology is called for, one that recognizes the difference between a program and a project and adopts the right set of skills to the task.
Promoting project metrics can generate awareness about your project, support organizational change management, keep everyone informed and reduce the number of interruptions to the daily schedule. It doesn’t require a great deal of effort, but the payoff can be immense. Start by finding a visible wall.
A project quality review helps to identify the root causes of problems on a flailing project and provides detailed guidance for how to get it back on track. It has a direct, positive impact on an organization’s bottom line. When undertaken at the end of a project, it provides valuable “lessons” for project teams working on future projects.
When people think of methodology, they usually imagine the theorists of IT pontificating on the virtues of an application development strategy. Methodology, in truth, is very important to the success of a data warehousing project. Without methodology, a team can walk blindly into a dark room and come out with the stab wounds of a failed effort.
Maximizing your own personal effectiveness doesn’t happen by accident. Regardless of the level of formality, detail and rigidity, every structured PM approach has some degree of process infrastructure to support it. But those approaches focus on the organizational perspective. Here, we build on that concept and look at things from the perspective of an individual project manager–personal processes and how you can use them to improve your performance.
Most of us know the resistance that can arise when presenting new ideas or creative thoughts to address age-old problems. Data can provide the mechanism for change, empowering you with the confidence to challenge the status quo. Research also suggests that a data-driven approach to decision making offers competitive advantages as well.