Ever wonder why so many project tools are designed with lists of data and text? Today, we have more complex projects and more people joining projects, and few have the time and the patience to learn how to use these tools made for the previous era...
Many organizations try to get work done either from memory, or by reinventing the wheel. Does that happen at your company? For some people, it’s much easier to create something from scratch than to hunt down something that’s reusable...
A recent Harvard Business Review blog post by Gary Pisano states that the excitement about disruptive innovation has blinded us to one simple irrefutable economic fact: The vast majority of profit from innovation does not come from the initial disruption; it comes from...
Thanksgiving is upon us and it's time for pies! It's also a time to give thanks to our health, food, friends, and family. It could also be a great time to give thanks to our human ability to learn from our personal and business life.
I recently found a white paper title: "PMO vs. RMO: Which is the best way to get the most business value from your IT investments", written by Diane Murray and Al Kagan from Deloitte Consulting. Their overall premise is that traditional PMOs that focus on time and budget is not cutting it.
Have you ever conducted a vendor selection and given the winning prize to the vendor that had the most requirement features checked? And how about finding a year later that that the tool is not being used as expected? Did you not worry since you were able to show management that you did the right thing since you can demonstrate that the selected vendor tool does all of things in the features requirement list? No heads roll. No problem. This is a common story since many of us tend to get stuck with the features war syndrome.
If you ask someone in HR, marketing, or finance who runs projects, many say IT does that. Then if you ask someone in IT who runs processes, they say that's what the other business departments do.
This post is about implementing what Forrester calls a collaborative process or what Gartner calls an unstructured process. It's a process that is not automated for transactional purposes, but is more fluid and driven by people, which accounts for about 80% of all business processes.
Why do projects fail? Just google it and you will find over 400,000 results. Check out the listings on the first two pages of the Google results and you will find they all list the same reasons. Check out the famous Standish Chaos Report or Michael Krigsman's Why 37 percent of projects fail report. They point to common issues.
Written by Annmarie Curley We put together these 12 tips on how to improve your organization with best practices that businesses have used while adopting the PIEmatrix business execution platform, or what is also called a process improvement environment (PIE). This can be used for any other process improvement vendor tool.
Improve your efficiency and effectiveness by 40%? Have you heard this before? Well, you will hear it again. My approach to effectiveness is rock solid if you have the desire to move up to the Alive! process and people maturity level (see the webinar recording), work hard, and garnish commitment and accountability. I can't help with the last two, but I can show how the Alive! part can be done with mixing people, best practices, and technology in a blender.
In Sir Ken Robinson's incredible TED talk, he says "creativity now is as important in eduction as literacy." He perfectly defines creativity as "the process of having original ideas that have value." He explains that our schools have ruthlessly squandered our kids' tremendous talents. Unless we happen to work in a creative agency, organizations have continued the tradition of ruthlessly squashing creativity in adults.
I believe that creativity now is as important in business as experience and knowledge.
There has been a lively discussion on LinkedIn about which to invest in first, process or people. Many said to first invest in people and others said to first invest in process. I suggested in the discussion to invest in both at the same time. Or better yet, why not make the investment in human resource a process in itself?
We are all familiar with the term "industry best practices". There are many of them in the market for all types of business needs. For example, in the project management world, there's the PMI PMBOK Guidelines. There can be best practices on finance planning, HR employ performance improvements, or tuning a building into a lower cost green efficiency model. The key word "industry" means that it's a practice that is well received as a good way of doing something. The problem with industry best practices is that they may be too complex or too limited for many applications.
Many organizations who send out an RFP for project and portfolio management or PPM software tend to focus on feature list. I have yet found one company to ask for a projected ROI based on value. I'm not sure why. Is it because ROI is not their primary focus? Or is it because estimating ROI is too difficult? As an enterprise online project management software vendor, I have come up with my own ROI approach.
We often think of project management, portfolio governance, and project execution as doing a list of steps or tasks. The underlining work being done is really a process, which could be clunky or really smooth. Here's my question: what happens when we do our work one way compared with when we do it the absolute best way?
Project management software tools are missing the core basic of executing and governing best practices that ensure project success.
As we drive down the road and look in the rear view mirror we see where we've been. Most of today's project and portfolio management (PPM) tools do that really well. They show us what has happened. Ok, historical knowledge can have its purpose. However, getting improved direction from history data can fail. PPM tools can show when something was late. But it's difficult to identify the reasons. The main problem is that the data usually doesn't contain the process, or best practice process. It's too task focused.
As I write this, Barack Obama is officially president, banks are begging for more bail-outs, and NPR news is still saying this recession may be as bad as the Great Depression. Okay, now what?