Build Credibility With Clients It’s often said that you’re only as good as your last project. When you’re in the project business, that means making sure you’re creating credibility as an organization that serves clients and gets projects delivered on time and to budget. Credibility is a blend of two things: competence and confidence. You
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Develop a Dispute Resolution Plan As expected with any project, disputes can arise at any stage unexpectedly. In order to be prepared for these conflicts and disputes, it’s common practice to develop a dispute resolution plan. A good approach is to develop one primary dispute resolution plan, which accounts for multiple different plans and strategies
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Skills for Navigating Complexity In Projects Every year we reflect on the state of project management and every year we come to the same conclusion: things are getting more complex. Projects have more moving parts, a wider group of stakeholders, and they operate within an ever-increasing complex ecosystem of local and world events. Forget VUCA,
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Prioritizing Projects in the Portfolio A lot of project management guidance is aimed as if people only manage one project, but we know from the many clients we work with that you are all keeping several initiatives going at once. Whether that’s large-scale implementations for clients across the breadth of your business or juggling smaller
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Do You know the Difference Between a Scheduler and a Planner? If you’ve worked on projects for a while, you might have heard stakeholders use ‘plan’ and ‘schedule’ as interchangeable terms that mean ‘what we are doing and when we are doing it’. However, in terms of the job, the role of a scheduler and
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Need Investment for Your PMO? It’s not always easy to get management buy-in for a PMO set up. PMOs are often used in large organizations as a way of instituting best practice, project processes and improving quality. But they take time and effort to set up so managers often need convincing before committing to PMO
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PMO Trends 2022 For many of us, 2021 was another odd kind of year. Many firms were forced to adjust to new ways of working and those have simply become the new normal. Like many businesses, we continued to adjust and adapt too. One thing has stayed the same though: the annual discussion on trending
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But what if the PMO could predict complexity earlier in the project: at the point where the proposal and initial ideas were being pulled together? The gut feel measure may come up with the same answer, but it’s typically later, as project professionals start to get their arms around the work and dig into the
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Do You Have a A Single View of the Truth? How many times have project managers and stakeholders in your organization disagreed about something on a project? Perhaps a team member says the work is nearing completion but the project manager doesn’t have the same level of confidence. Perhaps a stakeholder remembers the discussion around
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A Portfolio Manager is a senior role within the project, program and portfolio environment in your organization. Typically, this role is responsible for overseeing the governance and management of all the projects and programs within a portfolio. A large part of portfolio management is making sure that budgets and people are assigned to the projects
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