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PMO Perspectives Blog (page 20)

How to Accelerate Projects that Drive Innovation and Success

Organisations today are faced with delivering innovative new products and services in a rapidly changing marketplace, with constantly evolving technology and business requirements. Despite the pressure to get initiatives to market at increasingly accelerated speeds, they are taking longer, costing more to complete and more time is lapsing before they start generating revenue. This is in no small part due to the VUCA environment (Volatile, Uncertain, Complex and Ambiguous) that ...

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Making Sense of Portfolio Management

I spoke at the PMO Conference in London last week. Loads of fun. Like everyone else I listened to our opening Keynote speaker first, Mark Price Perry. He said, with great insight; “people get the Project Management Office’s purpose all wrong, they get the definition of projects wrong”. I agree with him, in theory. I’m going to extend that with “and they get Portfolios wrong too”. But we still have ...

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5 Myths of Stakeholder Management

I did some stakeholder management training recently and it was interesting to hear that many of the delegates have the same issues that I do at work. There seems to be some universal problems when it comes to dealing with people on projects… because we are dealing with people on projects. Having said that, there are also some common misunderstandings about what it means to be a project manager and ...

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What is Adaptive Project Management?

Last week I listened in to a new webinar from Twenty Eighty Strategic Execution about adaptive strategy execution – or adaptive project management. What is Adaptive Project Management? As the name suggests, project management adapts and changes in response to the needs of the organisation. Adaptive project management is borne out of the need for projects and those working in project management to be ready for those changes, to be ...

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How to Enhance Project Teams and Project Results by Navigating Ambiguity

Ambiguity – where few situations have a clear path and predictions can no longer be made – is the new normal in today’s business world Those leading project-based work teams now have to work in a VUCA (volatile, unpredictable, complex and ambiguous) environment and need to make fact-based decisions when solutions aren’t clear. In order to do this they must create the conditions that allow their team to take risks, ...

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How to Coach Your Manager

You may think that coaching has a limited use and that it’s a tool only for professional coaches and for managers when guiding their teams. But have you ever considered that as a project manager you can also coach upwards and use it with your own manager? As a tool coaching is used to create awareness and growth for someone else. In doing so we pick up on the attitudes ...

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Building Adaptive Leaders Who Can Get Critical Work Done

Today’s business environment is increasingly volatile, uncertain, complex and ambiguous (VUCA), means that organisations must consistently balance the need to achieve strategic goals and respond to changes in their markets in order to drive business success. This demands specific capabilities and an intentional approach, starting with selecting and executing critical projects. Leaders driving these projects have become an organisation’s most valuable asset, but the techniques and skills are evolving as ...

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5 ‘Musts’ of Stakeholder Engagement

There are new versions of A Guide to the Project Management Body of Knowledge (PMBOK Guide®) – Fifth Edition (which will be the Sixth Edition) and PRINCE2® due out soon and I’m keen to see what, if anything, they have updated regarding how best to work with stakeholders on projects. When I sat down to think about what I would write into the new guidance, it was hard to specify ...

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