Leading the conversation on digital connected work
This blog is part of a series on Lean portfolio management. If you haven’t already, we recommend reading part one first, “What is Lean Portfolio Management,” which you can find here . In the first installment of this series, we discussed why modern enterprises need Lean portfolio management and the specific elements that make Lean organizations...
Every project manager would love to be able to know exactly what’s happening within their project at any given time. For other stakeholders, further outside of this information loop, such a dream is even more fanciful. Outside of some kind of project visibility superpower, unfortunately, such immediate and actionable insight is impossible. However, that doesn’t...
A lot of the literature one might read about project management and efficiency in the workplace might pull out stats on the time spent on emails and meetings as being “wasted” and an easy place to improve productivity. This is underpinned by a rather misguided relegation of the importance of communication for project success, a...
Connecting strategy to delivery has been the cornerstone of Planview in some form or another for decades. In the simplest of terms, not just getting work done, but, more importantly, getting the right work done has been at the center of what our customers strive to accomplish every day. This is especially important with today’s...
“How can you go faster if you don’t know what’s slowing you down?” Carmen DeArdo, author of Standing on Shoulders: A Leader’s Guide to Digital Transformation Leading organizations, many of whom are in the Fortune 100, have taken key steps to architect their software delivery value stream around flow to successfully reduce the time to...
We’ve written before about best practices for resource management. There’s no doubt that these practices – like understanding the resources available, tracking time, prioritizing work and creating efficient workflows – are integral to project management. There’s nothing that spells disaster for a project more than a situation in which resources aren’t covering the work that...
One of the great subsidiary benefits that an organization receives over the course of a project, which is often forgotten when crunching the figures of costs and profits, is how much team members improve their skills and abilities. Mentoring in project management is a subject that has always been around but until recently has been...
We are excited to announce that the Royal Bank of Scotland (RBS) was named winner of the Project Award for Operational Efficiency at the 2019 Real IT Awards Ceremony in London. Lead by Stephen Marjot, the Change Centre of Excellence team set out to a clear vision in mind––to make RBS the industry leader in...
According to PMI’s most recent Pulse of the Profession survey (PDF), organizations have been wasting up to 12% of their annual project investment due to poor performance for the past five years. While PMs may strive for 100% success, it’s no secret that sometimes projects fail. But a project failure doesn’t have to be the...
Are organizations seeing the benefits of Agile at scale? Depends on who you ask. Enterprises in the UK, for example, spend 37 billion pounds ($47 billion USD) a year on failed Agile IT projects. And around a third of Agile transformations partially fail, according to the same report. On the other hand, there are inspiring...
