Matrix Management Magazine
I’m sure you'll agree that certain professions have a specific technology for delivering their products and services. IT professionals use software and hardware technology, physicians use science and medicine technology, and engineers use engineering technology. The same is true for organizational development professionals. Our technology is management technology.
What do you do when you're feeling sick and don't know what's wrong? You've got aches and pains, lumps and bumps, low energy, can’t sleep—and you’ve been taking over-the-counter medication for months and still aren’t getting any better. Do you just keep doing what you’ve been doing, or do you get a diagnosis?
There is an essential truism in our world: in order to play a game well, you need to know the rules.
There are seven keys to creating a successful portfolio of projects. These keys highlight what management needs to do to enable project teams across the organization to be effective and efficient.
Many of us carry around in our heads a set of beliefs about projects that when we step back and examine them, it's immediately obvious they just aren't true.
How’s your organization functioning? Every organization, whether formally or informally is a matrix. Matrix management is more than just organizational and reporting structure, and management happens in more than one dimension. Changes must be made at all levels of the organization, not just the vertical level to achieve organizational success.
We all know that the point of any project is to produce a final deliverable that satisfies the customer, and is delivered on time and within budget. So, if it's a deliverable we're after, why not manage our projects with a focus on deliverables instead of activities or tasks? Focusing on deliverables at the main project level has several advantages.
Is training needed to execute strategy? Is training part of strategy? Let’s answer these questions by first examining the process of developing strategy.
Much of the focus today seems to be on training project managers and teams to employ a standard project management methodology.
When you consider innovation efforts in your organization do you struggle with creating solutions that go beyond problem solving?