Business Transformation Requires Transformational Leaders
Leadership and teaming skills are front and center in times of rapid change. Meet today’s constant disruption head on with expert guidance in leadership, business strategy, transformation, and innovation. Whether the disruption du jour is a digitally-driven upending of traditional business models, the pandemic-driven end to business as usual, or the change-driven challenge of staffing that meets your transformation plans — you’ll be prepared with cutting edge techniques and expert knowledge that enable strategic leadership.
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Social media is increasingly relevant not only to the professional life of your colleagues and employ
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SCM and Build
Software configuration management (SCM) and build management are misunderstood disciplines. Many organizations have practices in these areas that either hinder productivity or sacrifice too much traceability in the name of improving short-term productivity. SCM and build, when done correctly, can provide a framework that allows a team to develop code quickly. However, it's also possible to establish practices that can hinder your development team.
Leaders of technology companies should take change management more seriously. While this is also true of changes to requirements, products, and other elements normally handled by change-control systems, here we're talking about the type of change management that's associated with organizational change.
China's transformation toward a technology powerhouse gives Western firms new opportunities for IT services sourcing. However, with it comes significant managerial challenges.
Project managers (PMs) are used to working fairly solo. If you have a PMO of, say, 15 PMs, each of whom is running, on average, five projects, then that's 75 projects that may be going on at any given time in the organization. Are we going to involve senior management in every one of those 75 projects? No. Should we, as project managers, expect that our senior management wants to have intimate knowledge of the status of each of those 75 projects? No.
Project managers (PMs) are used to working fairly solo. If you have a PMO of, say, 15 PMs, each of whom is running, on average, five projects, then that's 75 projects that may be going on at any given time in the organization. Are we going to involve senior management in every one of those 75 projects? No. Should we, as project managers, expect that our senior management wants to have intimate knowledge of the status of each of those 75 projects? No.