How to make or keep your project a super project? The answer is: To tackle those factors that prevent your project from being super ambitious, super confident and super aligned.
We all know that stakeholder engagement is key. Yet, consigning stakeholders to the sidelines can have a secondary gain.
How ambitious is your strategy? Is it a moonshot with big hairy audacious goals?
If the answer is yes, then what is it going to take to make it happen?
Leaders seek efficient priority management without extra meetings or reports. A 60-minute “Priorities Workout” emerges, offering clarity, alignment, and increased team performance by up to 21% without added bureaucracy.
A financial leadership team reviewed strategic priorities, selecting and ranking the top 5, albeit with varied levels of confidence and ambition. They're striving to allocate more time to these priorities and plan to reassess them quarterly.
A new picture has emerged of leadership and strategy in 2024 and beyond. This article is aimed at helping CSO and PMOs to best support today's leaders in bringing strategy and its ambitious projects to life.
Of all the data to be gathered in assessing strategic initiatives, two pieces most illuminate the performance and potential of a strategic initiative or critical project.
Many senior leaders are operating a ‘don't ask – don't tell' approach to strategic priorities and projects. Those leaders the top (e.g., the CEO or the board) don't ask, while leaders in the middle (e.g. project leaders) don't tell. This two-way silence has major implications.
You have no doubt read the gloomy reports on the state of project management and the rates of failure and disappointment surrounding project delivery. But just how helpful or even realistic are they? Moreover, do they help in writing the prescription for success?
