Are your team members losing their enthusiasm for new projects? Are they losing sight of the goals set out by your team and organization? Chances are, they’re suffering from project fatigue! On high-performing and ambitious teams, project fatigue is inevitable. There are ways, however, to achieve your goals and keep your team energized. In this blog, Shane Gerson explains 5 best practices for minimizing project fatigue.
Companies still have a lot of work to do to ensure they are GDPR compliant. However, like any company that is facing a regulatory change that impacts their core processes, there are significant challenges to success. In this blog, Stephen Smith, Patricia Brady, Jeff Francis and Matt Conner explain a few of the key challenges and how to address them.
For a successful agile team, a proper backlog is as important to success as air is to breathe. Neglect the backlog and allow disorder and non-precedence to creep in. The result? Teams who thrash – trying desperately to determine what to work on, suffering from bad habits once extinguished, and losing the the agile culture and mindset you’ve worked so hard to foster begins to falter. Teams who are led astray from their backlog are not uncommon, but there are a few categories of mistakes and mis-steps that seem to repeat themselves most frequently. In today’s blog we’ll review these common challenges and discuss best practices to overcome them.
One of the most daunting, complex, and beneficial changes an organization goes through is culture transformation. In many engagements at SEI, we help our clients work through some level of change which can vary based on client need. For example, incremental product releases may only need efficient online training modules to satisfy knowledge requirements, whereas large-scale implementations of brand new technology may necessitate more rigorous change management using a defined methodology.
Effective communication among team members and stakeholders is a critical component of any project. Without strong communication among project participants, project success is unlikely. The root cause of failed projects is often found in lack of alignment on goals, incomplete understandings of project roles and responsibilities, misunderstanding of the project status, and lack of recognition of risks and dependencies; each of these failures has its roots in flawed communication. Miscommunication is project approach-agnostic, and poor communication will equally sabotage Agile, Waterfall and Lean projects.
Our team recently completed a solution assessment document to get project sign-off for a local client. In an effort to consolidate and document our recommendations, we pulled together a group of resources with a variety of business and technical backgrounds. Our primary output was a traditional text document, but we quickly realized we could more effectively communicate our findings with a supporting illustration or model.
Some weeks ago I was checking out the SEI collaboration portal and a link to an article about ‘Emotional Intelligence’ caught my eye. This term struck me as somewhat of an oxymoron because when I think of intelligence, I think IQ. As a person who is naturally curious about other people and what makes them tick, I was eager to read more.
Data provides us with powerful opportunities to tell a story. With the advances in data visualization tools over the recent years, the possibilities are truly endless. However, with the vast quantities of data at our immediate disposal, storytelling with data has become more difficult as authors try to do too much or lose focus on their original intent.
Over the years, I have created countless reports for dozens of clients. In some cases the data was limited and straight-forward, while other times it was large and extremely complex. In either case, it was my job to tell a story with the data at hand through education and engagement. What’s helped me tell these stories is following the guiding principles below:
In part one of our series, we discussed the challenge of shifting leadership focus from “project management” to “delivery management”. In particular, we highlighted the importance of Leadership, Ownership, and Understanding of Delivery to make the transition. In this post we’ll explore the Activities and Communication required around delivery management.
Due to project complexity and the extensive interactions of large matrix teams, many projects don’t successfully identify all activities that need to be completed. A delivery management approach focuses on a careful examination of requirements and design to keep last minute discoveries from completely derailing a project timeline.