IT Project Management for project managers
  • Agile's Secret Sauce
    Agile adoption and transformation are often approached in a very mechanical way, and the deep change aspect-where people are concerned-is not properly considered. These transformations are missing agile's "secret sauce," leaving people in a confused and uncertain state.
  • Practical Portfolio Optimization
    How can you optimize project portfolio selection? The key question is how to select a "right" mix of projects aligned with company resources and strategic goals, and maximize portfolio value. The most popular techniques are described and an example illustrates the advantages of optimization modeling as the most effective and accurate technique for portfolio selection.
  • The Challenge of Change
    Why change? Aside from it being the natural course of business, industry and technology, there is also an inherent need in each of us to look for ways to improve and evolve. But impactful change is never easy.
  • TPM: A New Kind of Program Manager
    A new role is emerging at organizations where technology is at the core of products: the technical program manager. What does the future hold for this marriage of software architect and program manager?
  • Transformation Can't Be Forced, but You Can Give It a Nudge
    We like to think that organizational change is a process that can be managed. In a perfect world, that's exactly the way it would work. But the reality is that we don't live in that world.
  • Strategic Lessons Learned From a Battle-Hardened Project Manager
    Project managers strive to learn from past experiences and guide others to do the same. However, these lessons learned normally exclude topics related to the plight of the project manager, who must regularly navigate the "domain of the unpredictable." This article proposes a new device, "strategic lessons learned," to address this void.
  • Behavioral Skills to Translate Vision Into Reality
    Key behavioral skills that are inherently people-oriented form an important dimension. They complement the core technical and strategic skills of project managers and complete their arsenal to achieve project success.
  • Cultural Diversity and Business Performance
    An understanding of why diversity matters could help organizations devise strategies and tactics that drive business performance with the help of a culturally diverse workforce-especially in project-oriented organizations.
  • The Unanchored Project Manager Vol. 2: Planning Life as an Unanchored PM
    When it comes to embracing life as an unanchored project manager, the planning phase is just as important as it is with your work projects. In the second installment of his series, our wanderer shares planning tactics he has used to minimize risk of failure.
  • Topic Teasers Vol. 106: Hidden Easter Eggs in PMBOK® Guide-Sixth Edition
    Question: I'm just slammed at work and I'm ashamed to admit that I don't have time to go through the newA Guide to the Project Management Body of Knowledge (PMBOK® Guide). I know that they've added theAgile Practice Guide, but is there anything I absolutely must know in order to keep my job, do good projects and keep my skills up to date? I need the six simple steps version, especially since I'm thinking about applying for a new job in the next three months?
  • Business Transformation...Without the Disruption
    Business transformation has always been disruptive. But as it becomes more frequent, the need to manage and minimize that disruption has become even more critical. How do organizations do that?
  • Getting Risky with Project Phases
    Managing early-phase risks is akin to laying a solid foundation on which future project success can be built. The central theme of this article is to identify and create an awareness of major risks that can have a deleterious impact if not managed well-and propose some practical steps to manage them.
  • The Truth About 'Transformation'
    Transformations are all the rage. We have agile and digital transformations, but do they truly transform or just upgrade? Chasing aspirations is a noble goal, but what can most organizations expect from them?
  • 3 Ways to Avoid Commitment Issues
    The concept of a "sprint commitment" was removed from the official Scrum Guide years ago, and for good reason. The very nature of agile is to adapt to new information or ideas, and the act of committing to something that may be invalid days or even hours later is counter to that approach.
  • Agile Is About More than Projects
    Agile isn't new and it's not a trend. It is the modern approach to all elements of work, and it must be embraced - not as a replacement to traditional methods, but as a valued addition to them. That requires some changes in perception - among leaders, project managers and agile practitioners.