Leaving the box

Only when organizations develop and implement best practices that move beyond the various boxed methods currently offered can they find future opportunities and generate significant results. But embracing the new also involves breaking established routines, a move that most people--by nature--resist. This article examines the ways that some organizations are embracing new ideas and changing the way they operate. In doing so, it describes the methods several organizations used to both initiate project management changes and monitor these changes, methods that include a reward system, a four-point process (metrics, lessons learned, portfolio management, variable compensation), and an enterprise project management office (EPMO). It also describes techniques for identifying and resolving the problems related to implementing process improvements, techniques that include internal process audits, cost-benefit analysis, and project equilibrium analysis. It then discusses a framework for exploring changes that support
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