The Business Line Governance & Project has published the CookBook Project Management, a compilation of different themes related to project & change management varying from a description of different project methodologies…Read More
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More and more companies set up a project management office (PMO) in order to lead major transformation programs and to avoid program failure. Unfortunately, traditional PMOs have become quite ineffective at managing transformation initiatives to achieve results. Further, the added value of PMOs is not always perceived and they tend to be considered as an administrative layer that gathers project information and generates reports for the top management. Transformation offices seem to be the solution. They are action-oriented, have the credibility to make decisions regarding priorities, schedule and investments and are focus on value creation opportunities. But if they want to work on an efficient and pragmatic way, to create a framework that ensures value delivery and to move fast and to reinvent themselves when necessary, they need to work side by side with corporate PMOs. These two entities reinforce each other. What are the key factor successes of this collaboration? Why? How do they achieve breakthrough value?Read More
Major European banks and providers of investment management software solutions for the world's leading financial organizations strongly believe in the added value of Scaled Agile Framework through its cross-fertilisation from autonomous teams, bringing these teams closer to the customer and enhancing transparency in vendor relations.
In the course of the article the main features of SAFe will be depicted, as well as the lessons learnt and the measuring of before and after implementation of Scaled Agile Framework. Are things really better after the roll outRead More
As promised, a nice video for those who missed our last @Initio event about Robo-Advisors at the @Lhoft last month.
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Thanks to all participants and to @Kotao Production for this smooth coverage!Read More
The communication is a cornerstone of the overall change process but it is often overlooked in project governance. A lack of communication or an absence of it is often reported as one of the main causes of project failures. Indeed, when project stakeholders do not communicate, collaborators tend to turn in on themselves, which will lead to a deterioration of the work environment and therefore has negative consequences on the smooth running of the project or its success.
Successful communication means clearly identifying the target audience. To this end, the project manager must put in place a clear and effective communication plan for the target (project stakeholders) and distinguish between each stakeholder to avoid confusion.Read More