In today’s world of digital transformation and the Internet of Things, among other advances in technology and logistics, business agility is not just an advantage, it’s a necessity.
When it comes to building camaraderie, boosting productivity, and gaining clarity, there’s nothing like being in the same location and having face-to-face communication.
When staffing an onslaught of incoming and active projects, it’s tempting to try to “fill in the gaps,” assigning resources to meet the stated skill needs.
Nowhere is focus more needed than on Agile projects, where change is king.
Maximizing resources isn’t just about putting the right people on the right work at the right time. It’s about harnessing the collective strength of your people.
So much attention is spent on improving project mechanics, but precious little is spent on understanding the goals of the project, and of the portfolio.
When I talk to certain people about resource capacity planning (you know who you are), their mind immediately goes to technology resources, not people.
It was with great interest that I read a recent article in the UK-based Project Manager Today about… well… project managers tomorrow. Specifically it was about “how project management roles might change in the future.”