Harvard Business on-line’s post by Tom Davenport seems to deal with culture when describing two extremes to strategy development and execution:
1. Strategic Engineering- strategy is an engineering exercise with employees being the cogs in the machine.
2. Strategic Anarchy- executives get out of the way of employee’s entrepreneurial and innovative energies.
He suggests that a reconciliation of […]
Margaret Rouse at IT Knowledge Exchange continues our conversation on PMOs. We started by talking about how a PMO relieves pain, then the PMO’s role in dealing with the dreaded mythical queue of projects, and now language barriers in agile software development projects .
My post on how previous experience with lean manufacturing might overcome some […]
Following up on Margaret Rouse’s post on my Choosing the Right PMO Vision Series, today we deal with the mythical queue:
Margaret: You really got me thinking. I think what REALLY blew me away was when you said that 74% of all projects fail — and that the number could be even higher for IT projects. […]
Margaret Rouse blogs at IT Knowledge Exchange on an amazing variety of topics. Read it and be informed! I find some of the most interesting blog commentors are IT people who engage with me about innovative project management processes- clearly they are making an effort to bring IT and the user together. Her post about […]
An article in “Business Week” on improving board performance discussed the case of an oil and gas company Board of Directors that complained about the preparation material they received from the CEO. They didn’t like it’s detailed nature and that it focused on the financial considerations of a project. The CEO responded by simply asking […]
Normally I love what Strategy+Business, an excellent on-line publication, writes. But an article on transformational change titled “Exercising Common Sense”, while full of good, common sense experience, left me amazed at what was left out. A quote late in the article will reveal the source of my critique:
The “program office for transformation should not be […]
My recent attempt at developing a compelling marketing offer for a PMO consultancy revealed that this process is not a one-time effort. It is a continuous improvement process that is truly an on-going project. In my role as Director Sales and Marketing I introduced the concept to the owner of the consulting company. We agreed that […]
I’ve mentioned an on-going marketing project for advanced PMOs in my “Vision Beyond the Vision” post in the “Choosing the Right PMO Vision” series; this project is developing, and continuously improving, a compelling marketing offer. The way to view this is to ask your customers what they hate about dealing with the industry you are in- NOT […]
“Manufacturing Business Technology” magazine’s article on Business Process Management (BPM) maturity tries but misses by not providing a solution to the problem presented. They id the problem very well with a quote from Carl Frappaolo, VP of Market Intelligence for AIIM- “when you look at who’s performing business process management and who they report to, […]
My series on “Choosing the Right PMO” concludes with this post about the most important twin goals of an organization and therefore a PMO:
1. Execute strategies- the record is very poor here. Most companies do a very bad job of executing strategies. Strategies lead to tactics which lead to projects. If your project management is out […]
Innovation and executing strategies through projects
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