Scaled for the Enterprise - Expansion of Agile to Drive Better Business Outcomes

Posted by Justin Rowe on 1/17/17 12:00 PM

This past August, I wrote a blog and performed a webinar with our partner, PMI Mile Hi on Embracing Digital Transformation within the Project Portfolio Management environment and quoted from PMI’s “Pulse of the Profession: Capturing the Value of Project Management Through Organizational Agility”.  

This article communicates, “A highly developed culture of agility exists when value is placed on ideals and behaviors such as collaboration, diversity, innovation, communication, creativity, transparency, and inquisitive thinking.”  This month, Jana Axline from PMI Mile Hi and I will be taking the next step in discussing the employment of organizational agility across the enterprise through the introduction of Enterprise Agile Frameworks.

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7 Deadly Sins of Project Management Webinar Follow Up

Posted by Justin Rowe on 11/11/16 11:59 AM

 

On October 26th, we held our 7 Deadly Sins of Project Management webinar with Kristyn Medeiros, Solutions Consultant Manager with Innotas. We had a great discussion on the "7 Deadly Sins", the virtues of project management and more. During the webinar, we had several questions that we were unable to answer. I took some time to answer these:

Do you see PPM groups emphasizing the importance of leveraging existing domain patterns and structures for enterprise use and re-use?

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The Spectrum of Project Management Through the Lens of Agile

Posted by Justin Rowe on 8/23/16 4:28 PM

The world of project management has shifted in multiple directions through a span of decades.  The introduction of the Agile Manifesto has driven the concepts and applicability of project management to new levels, not just beyond the atmosphere of software development, but into all realms of the industry.  Taking the main concepts of the manifesto, such as “individuals and interactions”, “working software”, “customer collaboration” and “responding to change”, can be applied within multiple types of projects outside of software development.  The point here is to understand where this applicability can be championed within organizations that maintain and execute a project portfolio to consistently increase customer value, and to maintain and optimize schedule and costs while minimizing risk.

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Leadership Traps in Business Process Metrics Part 2

Posted by Sean McGrath on 3/10/16 10:48 AM

Mapping Reporting and Operational Metrics with Root Cause Trees

In my last post, I wrote about Reporting vs. Operational Metrics.  Reporting Metrics measure business processes as trends over time. Operational Metrics are used at a much lower level to understand processes at points-in-time or on shorter time horizons.  I pointed out the relationship between the two categories:  When there is variance in a Reporting Metric, the analysis of that variance always takes place using Operational Metrics.

I also wrote about a common leadership trap that one can fall into when Operational Metrics are mistaken for Reporting Metrics – the resulting behavioral spiral which leads to poor and short-sighted decision making, micro-management of front-line managers, and distraction from strategic thinking.

In this post, I will lay out at a high level, the framework I’ve coached functional teams through to organize metrics for their areas based on root cause trees. 

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