We work hard on our projects to ensure all our goals and stakeholders’ needs are met. Yet, sometimes when we reach the end of the road, we find some of our goals have not been achieved and one or more key stakeholders are not happy with the outcome. How do we avoid that situation?
Project management fads and fashions like entrepreneurial PM, Agile PM, earned value, and critical chain PM, come and go. Often they get folded into the overall knowledge base as skillful techniques. What they all have in common is the ability to wake us up a bit, focus our attention on our process and get us out of a rut.
Managing with a Business Architect’s Mindset: Redefining the classic Project Manager’s role to deliver substantial business value
This is the second part of a series on how the project management profession must evolve to remain a vital part of an organization’s success and deliver business value. The first part made the case that managing the triple constraint (time, cost and scope) is not enough anymore. To excel, project managers must go beyond the current project management practices and ensure that their projects bring full business alignment. This paper will build on that point of view and discuss what it means to manage a project with a business architect’s mindset.