The old school project/program/portfolio management office (PMO) is a relic from the command-and-control models of the past. It worked well for managing predictable solutions. But it’s where agility and innovation dies. Bring on the revolution. Recognize This? When I see old school PMOs (and these are more common than you think), I see: A drive for compliance with processes and standards...
Lots of words, little impact. The outcome of consulting engagements is often shelfware and fails to make a real difference. It’s like generating electricity from a potato: it sounds good, but it doesn’t accomplish much. Let’s supercharge it. One Potato, Two Potato Did you know you can stick a galvanized nail and a copper penny in a potato and produce electricity? Neither did I...
Agile projects are a dance between the business and project teams. While many organizations use agile approaches, too often, adoption is limited to the mechanical process. There is a lack of real commitment from the business. But it takes two to agile tango. The Requirements Shuffle Traditional project management approaches are sequential. They are also based on the fallacy that business and the...
“Technology is the enabler for business outcomes”. This common mantra is often heard when tech teams talk with business stakeholders in corporate settings. It sounds sort-of right. After all, it makes little sense to embark on a project for technology’s sake. Don’t rock the boat. At the same time, it is limiting. If the mindset of technologists is restricted to merely...
