Mission critical projects often impact not only large portions of the employee population but the ability of the company to be competitive and to carry out important functions over the long-term. In fact, some projects are so important that board members and company officers literally bet the company’s very existence on the successful outcome of the initiative. With stakes this high, the question becomes: Can company leaders afford to assign anyone other than their most talented personnel to conceive, develop, and implement these initiatives?
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The spike in demand for consultants, services, and products around the first of the year (or in the government’s case the beginning of October) appears to be a natural part of the business cycle. The fact that there is an onrush in spending, however, suggests the existence of an artificial driver. Truth be told, it’s the time of year when many companies replenish their budgets and subsequently start or restart their projects – all at the same time. And while there may be a certain logic to this occurrence from a dollars and cents perspective, simultaneously launching so many projects challenges the organization from a human resource perspective, namely, that there are often not enough people within the organization to staff all of these projects at the same time.
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Project managers know successful projects establish and maintain a balance between the elements of scope, time, and cost. Adding to or depleting any one of these elements necessitates a compensating change in one or both of the other elements; the integrity of the project management triangle being maintained.
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StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website.
the differences and benefits of using the Adaptive Project Framework to deal with project uncertainty
core values of the Adaptive Project Framework
types of projects for which the Adaptive Project Framework is ideally suited
how the Adaptive Project Framework is executed through its five phases
how the Adaptive Project Framework helps leaders evaluate the ongoing viability of an initiative and terminate it, if necessary, while still receiving value for the time and resources expended
Robert Wysocki, author of Adaptive Project Framework, is President of Enterprise Information Insights, a consulting and training practice that specializes in helping large organizations run projects more effectively. For more than forty years, Robert has served as a project management consultant, information systems manager, and training developer and provider. His clients range from AT&T and Aetna to the U.S. Army Signal Corps, Wal-Mart, and Wells Fargo. Robert has written sixteen books on project and IT management including the Project Management Institute-recommended book, Effective Project Management. To read Robert’s complete biography, click here.
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Changing circumstances and constrained resources challenge the on-time, on-budget completion of every project. And in the real business world, some projects incur significant scope changes and others will fall behind schedule.
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