Organizational Change Management is a big, complex subject that discusses how to tackle big, complex problems where many people are involved. The subject provides several examples of methodology, practice, and viewpoints on how to manage change at an organizational level. However, the work must be done at a personal, one-to-one level if it is to be done effectively. Unfortunately, the tactics (the day-to-day actions of undertaking change) are often the most difficult and underdescribed parts of change management.
Lately, I have been trying to manage most of my projects in more of an Agile approach; not fully Agile, but using some of the core Agile concepts including scrum, time boxing in sprints, focusing more on interactions and responding more to change. This approach has been working successfully for these projects - but it does keep me on my toes each day. I often plan a day a certain way and then experience something completely different!!
In this post, I'll take you through a typical day as an Agile Project Manager (PM) - or at least what was planned versus what actually happened.
One of the advantages of coming together as a community is to learn from what others have experienced. Within Information Systems & Technology (IST), we recently completed an analysis of our 2017 project lessons learned. These lessons are a combination of opportunities for improvement and things that went well for projects.
Like Project Management, Program Management, and Business Analysis, the Project Management Institute (PMI) has a body of knowledge for Portfolio Management. PMI defines “a portfolio (or project portfolio) as a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives.