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In the News

Below you will find recent articles published on the web. Read, share and let us know what you think!

The Top Ten Trends in PMO

Working within a PMO (Project, Program or Portfolio Office) is not without its challenges. We take a look at the latest trends in the world of PMO and gain insights into how other PMO professionals are ensuring their PMO is a success.

Business2Community/Apr. 7, 2016

The Power of Balancing Discipline with Agility

The ability to successfully balance agility and discipline can have a direct positive and measurable effect on a talent management team’s ability to manage its typical challenges — including attracting and retaining talent, building and sustaining an innovative culture, delivering an effective learning and development program, managing complex data, and complying with regulatory requirements.

Talent Management Magazine/Mar. 25, 2016

Five Trending Topics in Project Management: 2016 Edition

What do you get when you put some of the best project management brains in the world together and ask them to come up with what the future looks like? You get an amazing insight into how project management is evolving and what’s hot right now. Strategy Execution, a project and performance management training firm, brought a panel of global senior managers together to ask them to reveal and comment on what’s trending in project management today.

Project Management, 12, 2016

Top 10 Business Analysis Trends

The evolving role of business analysis practitioners calls for an increased focus on visual modeling, communication, client collaboration and business value over documentation and project activities, according to a recent survey of senior executives.

Projects@Work/Feb. 15, 2016

Project Management Today: Far Beyond a Technical Role

As business becomes increasingly more complex and as competition in the marketplace heats up, people who have the necessary skills to manage projects and who can execute upon the overall strategy of their organizations are at a distinct advantage. Having only the technical skills just doesn’t cut it anymore. 23, 2016

Top 10 Strategy Execution Trends

 Smart organizations will continue to become flatter and leaner, while embracing design thinking, big data and enterprise-wide agility, according to a new report that identifies the most important strategy execution trends for 2016. Whether it’s experimenting with leaner, flatter organizational structures in a drive to accelerate responses to shifting external factors; leveraging design thinking to solve every day problems as well as innovation challenges; or the impact millennials are having on how organizations lead successfully, winners in 2016 will have a well-defined and communicated strategy. Importantly they will also work to clear the path to successfully execute the work required to achieve it.

Projects@Work/Jan. 21, 2016

The Strategy-Execution Gap

When organizations fail to achieve strategic goals, they often fail first to prioritize and align the necessary resources. In order to execute complex initiatives, leaders must continuously evaluate teams across a range of technical and relational skills, and then empower, support and invest in people who can get it done. Everyone agrees that strategy execution is important, but the disconnect between strategy making and strategy execution continues to plague leaders across all industries and markets and ultimately impede success.

Projects@Work/Jan. 5, 2016

The Top 10 Trends in Business Analysis for 2016

The Top 10 Trends in Business Analysis for 2016 examines the evolving ways in which BA practitioners can help organizations realize better business value and the shifts needed within the BA discipline to achieve it. The 2016 trends highlight BAs evolution from “order taker and liaison” between stakeholders to an increased focus on being an “agent of change”, and communicating and collaborating about much more than requirements. The Top 10 Trends emphasize the ability of business analysis to help organizations select the right solution instead of the first solution suggested to deliver business value. The business analyst’s skilled interaction with stakeholders throughout the organization will facilitate the critical need to bridge the gap between strategy and execution. 4, 2016

Six Steps Toward a Better Training Programme

In executing against your company’s key learning objectives, skilful presentation, engaging learning materials and a framework that always aligns with your company’s strategic intent are crucial for making a good corporate-wide training programme truly great, as well as cost-effective. 14, 2015

Bridging the Strategy Execution Gap

Strategy making and execution are essential to organizational success. However, many organizations are continuously challenged with bridging the gap between the two. Over the years, research has shown a good deal of time and resources are spent building strategies. Too often though, when strategies are translated into project-based work—the projects, programs and portfolio efforts that enable forward momentum—there is a break down, resulting in failure to achieve the organization’s strategy. 10, 2015

Adopting a Jazz Mindset for Strategic Execution and Leadership (Two Part Series)

Adopting a jazz mindset will help individuals and organizations react to—and even initiate—change more quickly. Improvisation and daring to create new things using a more malleable approach to decision making can inspire high performance, not only in music, but in business too. 8, 2015

Leadership Principles for Mastering Agility in a Disciplined Environment (Three Part Series)

Balancing the dynamics of discipline and agility is one of the greatest challenges in business management today. All companies must be able to focus on agility to reduce time-to-market, as well as achieve innovative product breakthroughs. Mastering agility in a disciplined environment requires the need to recognize the implications of going one way versus the other at the project, program and portfolio levels. 3, 2015

What CIOS Need to Know to Ensure their PMOs Deliver

To be successful, CIOs need to leverage the PMO as a strategic entity that is required to execute strategy and project-based work. The most effective PMOs spend most of their time and resources on relationships and minimal time on tasks. To achieve this, CIOs need to design and organize the programs and structure better so that the PMO can be a strategic supporter rather than a tactical mechanic. 25, 2015

ESI International Rebrands as Strategy Execution in New Partnership with IPS Learning

ESI International, one of the world’s leading project management performance education companies, has teamed up with US-based IPS Learning, to form Strategy Execution, the world’s largest performance education platform. 2, 2015

vILT: Why it Fails

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 programme. vILT fails due to technology breakdown, poor course design, lifeless instructors and unprepared or disengaged students. There are five key factors to consider when developing a vILT training programme that will help steer clear of failure.

Training Journal/Oct. 22, 2015

The Jazz Mindset

Adaptability and creativity are cornerstones to making beautiful music, but how do they apply to strategic execution? They help teams and organizations react to and even initiate change more quickly. Here are eight lessons to drive the jazz mindset, from the art of unlearning to balancing freedom with constraints.

Projects@Work/Oct. 21, 2015

EbooK: 10 Predictions on the Future of Project Management in the Professional Services Industry

Project management is driving a client services revolution. As the project management profession has matured, particularly in North America, a follow-on result has been the increased exposure of non-PM professionals to its practice and principles. Because most professional services drive outcomes through project-based work, non-PM professionals are seeing the value of applying project management tools and methodologies in order to better exceed client expectations. 2, 2015

Three Best Practices for Managing Ad Hoc Projects

In mainstream project management, you typically strive for a recurring set of tools and workflows: the scope statement, the work-breakdown-structure, the financial analysis, time and cost estimates, the risk assessment, and so on. But any experienced project manager knows there’s no such thing as a typical project. One project type that companies often struggle with is the unexpected ad hoc project. These quick-turnaround work requests usually arrive out of the blue, hit hard, and leave chaos in their wake before project managers can say “estimation.”

The Liquid Planner/ Sept. 29, 2015

Strategic Execution and Why You Need to Invest in INVEST

Businesses today face the twin challenges of increasingly commoditised business strategies and compressed cycle times to define and successfully implement action.   As a result, effective strategic execution is progressively emerging as a critical differentiator and a source of competitive advantage.   According to an April 2014 survey by PwC, 55% of executives are concerned that their company is not adequately focused on execution of the strategy. Effective strategic execution demands strong programme execution capability, which is in turn dependent upon project execution success.

Digital News Asia/Sept. 17, 2015

Fourteen Skills to Awaken your Strategic Perspective

Managing projects today is a vastly different experience than it was just a decade ago. And, to be sure, if the job requirements have changed, the skills required to perform have also changed. Today, it’s important to master some of the core relational skills before you can start working on more advanced strategic leadership skills. This approach requires a strategic perspective about project management as a discipline as well as a career.

About/Sept. 17, 2015

Capturing the Value of Project Management through Organizational Agility

We deal with constant change, uncertainty, and instability every day. Yet many organizations still only plan for the predictable—and then are caught unprepared for what actually happens. To avoid a potentially disastrous outcome, high-performing organizations build the capability and capacity to change and adapt quickly to shifting market conditions. They create high levels of agility, which open up new opportunities for innovation and better project outcomes.

PMI Pulse of the Profession/Sept. 1, 2015

When to Outsource Tech Training for Employees

Whether the goal is to attract new talent, retain highly qualified employees or develop an internal path to leadership, companies looking to create educational or coaching programs can either go it alone or, like most business processes these days, outsource part or all of the training function to a third-party.

CIO/July 22, 2015

A Project Management Office (PMO) View of Agile

As Agile product and project management approaches are adopted by large organizations, they have to coexist with a typical entity of big companies: the Project Management Office (PMO). A recent report from ESI International explores how the PMO staff views the challenges of implementing Agile in their organizations.

ScrumExpert/July 20, 2015

A Podcast with LeRoy Ward

Peter Taylor is the author of two best-selling books on ‘Productive Laziness’ – ‘The Lazy Winner’ and ‘The Lazy Project Manager’. In the last 4 years he has focused on writing and lecturing with over 200 presentations around the world in over 25 countries and has been described as ‘perhaps the most entertaining and inspiring speaker in the project management world today’. His mission is to teach as many people as possible that it is achievable to ‘work smarter and not harder’ and to still gain success in the battle of the work/life balance. More information can be found at

The Lazy Project Manager/July 1, 2015

ESI International, a TwentyEighty, Inc. Company, releases its Global State of the PMO 2015

ESI International, a global project management training company, has today released the findings of its latest annual benchmarking survey, “The Global State of the PMO 2015.” The annual survey seeks to investigate the evolving role of the Project/Programme Management Office (PMO) in training and development, its level of maturity and value for the overall business. This year’s survey continues its inquiry into the role that Agile plays within the PMO.

PM World Journal/July 1, 2015

Rise Above the Mechanics: The 6 Essential Skills of Advanced Leaders

You’re a PMP® with some experience under your belt, but you know there is more out there than just the mechanics of your job. You have ideas worth spreading that require a certain set of skills you have yet to master. The essential element to becoming a PM leader lies within your ability to see the links between strategy and execution. 26, 2015

The PM Talent Toolbox

While project management leaders may not always have the authority to hire or fire, they can still significantly impact project management talent growth and retention by using the right tools. The Strategic Execution Framework (SEF) (Figure 1), which was developed to help companies align their strategy to their execution, is a powerful tool that PM leaders can apply to their talent efforts. 25, 2015

Global State of the PMO 2015

So how do you retain and engage your top employees when the business is changing? Tim Wasserman offered 6 tips for engaging employees.

Projects@Work/June 22, 2015

Six Ways to Engage Employees in Disruptive Times

Disruptive technologies and changing business priorities make it harder for employees to focus on their career in your company, because their working environment can feel unstable. Sometimes it’s difficult for businesses to offer those things that help their staff feel engaged like staff training. 17, 2015

Talent Show

The attraction, development and retention of top project management talent is paramount to the success of any organization. Here is a strategic execution framework that leaders and PMOs can use to guide their talent management efforts, specifically targeting six areas that can deliver the great impact and ROI.

Projects@Work/June 10, 2015

Five Leadership Characteristics That Entrepreneurs Need

It’s imperative that as an entrepreneur you focus on each area in turn, taking time to update your leadership skills as your company grows and develops. The results for those that don’t make the effort to do this are clear: research has shown that very few founders were successful as CEOs once their companies went public, hinting that the leadership skills that are required to be successful change as a company grows in size.

Entrepreneur Middle East/June 7, 2015

What Managers can do to Support Agile Transformation

Agile can be a useful tool for driving collaboration, speed and versatility, and managers should take notice. For agile to be successful managers need to engage employees to ensure that they are willing to collaborate and make changes quickly. To guarantee effective collaboration companies should rely on three principles, feedback, communication and motivation.

InfoQ/June 13, 2015

Business Analysts can Enable Innovation

Business analysts can drive innovation by setting requirements for a project and focusing on the outcome, without stating how to attain or implement it. Defining the requirements properly is the only way to ensure outside the box thinking.

Modern Analyst/May 13, 2015

Executive Conversations: Five Tips to Communicating so the C-Suite Listens

It is not always easy to talk to members of the C-suite or senior management but these five tips can help ease your stress!

LearnPatch/May 13, 2015