Running after perfection can hinder your project’s success, despite your best intentions and efforts. Generally speaking, your project scope must align with its time and budget – a rule that doesn’t play well with the pursuit of perfection from start to finish. In this article, we’ll look at why perfection shouldn’t be your ultimate goal – but how to still satisfy your inner perfectionist as a project manager.
In today’s workplace, technological innovation is key to retaining your best talent. From telecommuting, to growth and career development, to improved communication and collaboration, and beyond, there are myriad ways you can keep your employees happy and productive.
This study seeks to answer two key questions about the front-end innovation: when do idea generation activities involving internal and external partner’s payoff, and which organizational capabilities support idea generation activities for achieving high front-end performance?
Whether you are a startup, researcher or consultant, at some point you may find yourself in a situation where you need to write a proposal for funding. Preparing proposals is a detailed process that takes lots of precious time and if you’re not familiar with the best practices for writing them, I dare say you may be wasting your time.
“Great dreams aren’t just visions,” says Astro Teller, “They’re visions coupled to strategies for making them real.” The head of X (formerly Google X), Teller takes us inside the “moonshot factory,” as it’s called, where his team seeks to solve the world’s biggest problems through experimental projects like balloon-powered Internet and wind turbines that sail through the air. Find out X’s secret to creating an organization where people feel comfortable working on big, risky projects and exploring audacious ideas.
Project managers are often dealing with loads of stress coming from all fronts, such as the pursuit of deadlines. Pressed by senior managers to deliver, project managers may find themselves resorting to risky shortcuts to make ends meet. Here are some ways to manage these risky shortcuts in project management.
Besides being the single most complicated facet of business, it can be said that project management is also the most perplexing one. Not only that it demands a flawless cooperation of multiple employees, teams and even departments, unfailing organizational strategies and uninterrupted workflow, but it requires an absolute absence of standstills, inaccuracies and slips as well.
Clear separation of top ideas from mediocre and weak ideas is essential, before financial and other resources are allocated. The Hyperselect method provides a new, sound and improved way to fulfill this task. Moreover it reveals, that hyperbolas might be “the better matrix” in quite a lot of methods for prioritization and beyond.
Everyone plans tasks in different ways, but the largest, most complicated projects have tried-and-tested methodologies that help break processes down and ensure that stakeholders and different departments are clear about which tasks need to be completed by whom and by what time. This article breaks project planning down into seven key tasks that have to be completed before work begins to give the project the best possible chance of coming in on time and on budget.
With the increase of, and dramatic improvement in, mind mapping software and its emergence as a value-adding toolkit conveniently available for use on our computers, laptops, tablets, etc. signifies that mind-mapping can be used within an every-day working environment. Jamie MacDonald takes a closer look at six uses for mind mapping in business situations that most of us engage in on a frequent basis.
Many product organizations have some type of Project Management Office (PMO), even if they refer to it by a different name. The PMO is a critical component to a successful product delivery, yet it often carries a reputation for being heavy-handed policy enforcers. When focused on the right things, the PMO plays a pivotal role in driving innovation process excellence and ensuring profitability.
As innovation practitioners, few of us would refute that decision-making is one of the biggest progress-halting problems in corporations pursuing innovation as a continuous process. This article introduces a hands-on tool to help innovators, management members and corporate boards to follow a visual, utterly practical method to “consider” (as opposed to evaluate) new projects and their possible implications in their companies’ future. The tool in turn, fosters lean communication and inclusive understanding among diverse participants, claiming that, by following its structure, innovation is not only possible, but repeatable.
Once you’ve got the green light from your boss, your innovation board or financer, it’s once again up to you to deliver the concept you’ve promised them.Depending on the nature of your new concept,in the next step you will deliver a prototype, a full business case or interested business or technology partners who will join the product development team.
As the economy is dynamically changing and innovation becomes crucially important, a look into the management practices and risks that such projects face should always be welcome. In part two of this series of articles focused on identifying risks on innovation projects, the attention will be directed towards the identification of the internal and hidden risks of innovation projects.
The fact that innovation is a risky business is well-known. But what are those risks? After the identification and the assessment of the internal and hidden risks of innovation projects Altin Kadareja now delves deeper into an exploration of the external risks of innovation projects, those risks that the company can/does not fully control, mostly related to factors external to the company, meaning coming mainly from its environment.