Project Management Today: Far beyond a Technical Role
Project Management is moving away from being a predominantly technical discipline and stepping into a more strategic role. This trend is reflected in PMI’s newly released Talent Triangle™, which frames expertise in leadership, strategic business management and technical skills as the three key pillars required for PMs to maintain their credential. Smart organizations and PMs alike are investing in the training necessary to manage this evolution.
The Change Management Life Cycle
Every organization is affected by change. Still, organizational change initiatives fail at an alarming rate. This is because most initiatives fail to consider how changes affect the people in an organization. To successfully implement change initiatives, organizational leaders must ensure employees at all levels of the organization embrace the proposed changes.
Successful Solutions Through Agile Project Management
Agile project management is a highly iterative process in which constant communication between the customer (end user) and the project team is inherent to its success. While traditional project management is task-driven and assumes that circumstances affecting the project are predictable, Agile project management operates in a more fluid, adaptive environment.
Metrics for Agile Projects
Agile project managers have a wide range of metrics to choose from when it comes to tracking the progress of Agile projects. By understanding the variety of metrics, Agile project managers can determine how and when to use them most effectively — in order to perform one of the key functions of Agile: communicating progress to the customer.
Delivering Successful Programs: 10 Essential Steps
Achieving success in implementing strategic programs demands attention and expertise across a multitude of program management domains. A combination of strong leadership, managerial, communication and technical skills is needed by program managers to execute the 10 vital steps toward program success.
Top 10 Trends in Project Management 2016
Throughout the years the profession of project management has evolved from a niche, technical-based discipline to a fully embedded approach to the way work gets done. Smart organizations continuously embrace new trends to stay ahead of the competition and continue to innovate. TwentyEighty Strategy Execution put together a panel of experts to identify the top ten project management trends for 2016. This year’s trends center around the evolving role of the project manager, the skills required to fill that role and how project-based work gets done most effectively.
Top 10 Trends in Project Management 2015
Read TwentyEighty Strategy Execution’s trends to get an in-depth look at how the field of Project Management will evolve in 2015. This year’s trends were created by a council of our executives and subject matter experts. Topics include managing sponsor expectations, aligning projects with organizational culture, and creating links between strategy and execution.
Key Government Program Risk Mitigation Strategies: For FY-15 and Beyond
This paper focuses on a few ways to be different and better by reexamining the risk factors associated with the latest top 10 trends in project and program management. Applying three critical program management risk-mitigation strategies presented in this research can positively impact the results of complex government programs. The key actionable recommendations for each factor address these problematic areas in terms of culture, vendor management, and the changing role of the project or program manager (PM) in government.
Enterprise Analysis: Building a Foundation from the Top Down
Whether you are seeking a business solution or considering a new business opportunity, systematic planning and examination of alternative options is the key to determining the best project-investment path. Enterprise analysis — the step-by-step process of identifying and analyzing potential solutions to a business need — allows organizations to better understand their strategic business perspective.
A Surprising Change Leader: Your Business Analyst
Given their inherent skill set, Business Analysts are naturally suited to lead and integrate major organization-wide change. By utilizing techniques and expertise they already employ on a daily basis—critical thinking, problem solving, modelling current vs. future state, facilitation—Business Analysts are primed to help shepherd the entire change management process.
Top 10 Trends in Business Analysis 2016
Business analysts are experiencing a paradigm shift of their roles and moving away from being characterized as simply a tactical, check-the-box process. In this evolution, practitioners of the business analysis discipline have ever-increasing opportunities to contribute to their organization’s overall process and in doing so, advance the profession and deliver business value to the businesses they serve. The “Top 10 Trends in Business Analysis for 2016” examines the evolving ways in which BA practitioners can help organizations realize better business outcomes for the organization and the shifts needed within the BA discipline.
Top 10 Business Analysis Trends for 2015
Calendar year 2015 looks to be a year of significant change, and business analysts are on the front lines. Several major industries, and the many organizations within them, are in the process of transition so it should be no surprise that the importance of the business analyst only increases as markets shift and organizations are forced to deal with the accelerating pace and volatility of business.
The Acquisition Workforce: Certified or Qualified?
In recent years, the federal acquisition work force’s size and skills have fallen far behind the surge in spending, contract action rates and procurement complexity. Across government agencies, strategic human capital plans for the acquisition work force highlight strategies to increase headcount and certification. Will these strategies improve the federal acquisition process, performance and results?
Collaborating for Successful EVM: Five Fundamental Roles
Planning, measurement and control have always been the basic tenets of successful project management. Unfortunately, for many organizations, these principles can be difficult to put into action – particularly in the form of Earned Value Management (EVM). While the concept itself is fairly straight forward and has been in use for some time now, successful EVM requires action and cooperation from virtually every person who touches the project.
Get to the Core of Vendor Management Problems with Better Requirements
Are you struggling with vendor management issues on your outsourced projects? Have you considered these issues may be caused by poor requirements management? What other risks are you facing with your outsourced projects?
Improving Sourcing Outcomes: The Three Cs of Vendor Management Success
Failure in sourcing has grown to be one of today's most complex business issues. Whether you are buying or selling office supplies or outsourcing entire information technology functions, sourcing can become a liability if not properly planned and executed.
Risky Business: Organizational Effectiveness at Managing Risk of Outsourced Projects
Nearly 95 percent of organizations buy, provide or both buy and provide outsourced services and functions, in which they face inherent risks created by new and unforeseen challenges. These risks create the need for a risk management culture that is essential for organizational success. This report seeks to explain how users and service providers identify, assess, mitigate, exploit and manage outsourcing risk, and more importantly, how effectively.
2016 Strategy Execution Trends
Businesses are speeding along the information highway, always trying to stay ahead of the competition while constantly managing rapid change and driving innovation. Given this constantly evolving business climate, TwentyEighty Strategy Execution has assembled a panel of experts to compile the top ten strategy execution trends for 2016. These trends focus on what smart organizations and business leaders are employing to shift from old school routines to progressive school practices.
2015 Global State of the PMO
In its fourth annual survey on the global state of the PMO, ESI International has investigated the PMO’s function, its role in the organization, its value and its involvement in training project management professionals.
Adopting a Jazz Mindset for Strategic Execution and Leadership
Drawing inspiration from jazz leaders, this presentation will help you shift focus from a rule-following "classical" mindset to a more strategic, dynamic and adaptive mindset. You’ll learn how to apply a jazz mindset to adapt to changes while managing projects, programs and portfolios, how to respond to mistakes by using them as inspiration instead of failures, and what a work environment can look like when errors are viewed as a valuable component of the overall creative process.
Bridging the Gap: The Chasm That’s Killing your Company...and Keeping you from Staying Ahead of the Marketplace
A company’s leadership typically drives strategy making, but the disconnect between strategy making and strategy execution continues to plague leaders across all industries and markets and impede success. What many leaders also don’t recognize is that their knowledge workforce is their greatest resource. Cultivating a workforce with a healthy balance of technical and relational skills will begin to close the gap between strategy making and execution.
Fourteen Keys for PM Career Success
While technical know-how is essential to successfully complete certain tasks, it is the fourteen core skills that are required to execute against larger projects.
Leadership Principles for Mastering Agility in a Disciplined Environment
Balancing the dynamics of discipline and agility is one of the greatest challenges in business today. Faster response times are required, yet the need to follow procedure remains. In fact, agility requires discipline. All companies must be able to focus on agility to reduce time-to-market, as well as achieve innovative product breakthroughs. Without a set of principles to guide leaders and their organizations with execution, however, fundamental organizational changes cannot occur easily. Bringing discipline and agility into alignment will ensure not only higher customer value, but also more efficient operations. Focusing on establishing a great team, powerful leadership principles, a feedback process and rituals to enforce them will contribute to a higher level of business success.
The TwentyEighty Strategy Execution Alignment Skills Bridge
In order to bridge the gaps and create alignment, leaders need to evaluate teams across a range of technical and relational skills that support strong strategy execution alignment. Think of strategy execution as the “roadway” on a bridge, which enables seamless two-way flow of information between strategy and execution with the required technical and relational skills as the pillars supporting the roadway. This enables you to clearly identify and discuss the critical knowledge and skills required for success.
Five Fundamentals for a Successful vILT Program
Virtual instructor-led training (vILT) has become one of the fastest growing modalities of online learning. Despite its popularity, there is a right way — and a wrong way — to create vILT experiences, which can make or break a training program. This paper outlines the five key factors to consider when developing a vILT training program that will help steer clear of failure.