Sometimes you need to fess up to the fact that nothing is perfect… even yourself. We all gain experience through trial and error and sometimes sharing this experience means that you need to document things you learn the hard way. This post is one such instance where I share some lessons learned on transitioning into an existing project team.
To build a sustainable competitive advantage, organizations need to focus on what problems they solve, rather than how they solve them. Investing in technology to complement existing offerings by improving efficiency and/or customer experience is one way to ensure you stay one step ahead of the market.
Predictability, efficiency and improved results over time are just some of the advantages to be gained in project performance by using a PMO to execute projects.
With the success rate of strategic initiatives estimated to be between 10-30%, there is a clear execution gap. trajectorE's Andrew Sinclair highlights how to close this gap in this excerpt from his speech at the 2016 Project Management Symposium.
When implementing strategic initiatives, communication is possibly the most important piece of the puzzle, however unfortunately it often doesn’t get the attention that it deserves. The best way to ensure the effective communication of these initiatives is to develop and execute a communication plan that forces you to think through the process. Careful thought and effort on this aspect of implementation will increase your probability of success.
Achieving desired performance requires the right set of KPIs to drive the right behaviour. These result from the organization's SMART strategic goals, that serve as the basis for cascading KPIs to each team within the organization. This aligns behaviour and decision making interests, while increasing buy-in from everyone in the organization on the strategic priorities since they can link their contribution to overall company performance. Ensuring these KPIs follow a Balanced Scorecard structure will drive longer term thinking as opposed to a focus on short term financial results.
Enabling teams to make decisions that impact their day-to-day builds engagement and buy-in. Doing this requires clear expectations to be set and the development of a mindset that balances the needs of the organization, the group & the individual.
When considering growth & improvement initiatives, it is important to recognize that you need to choose those that will guide you closest to your long term goals and focus your energy on those and those alone. The selection of these initiatives is based as much on analysis as it is gut feel.
A team's culture is either going to form based on the purposeful intent of the leader or evolve on its own by accident. In this excerpt from his speech at the 2016 Project Management Symposium, Andrew Sinclair describes some actions to take in order to build a culture of performance.