Independently of the delivery model, it is important to define a robust governance in order to manage business expectations, escalate and address key issues and risks, review budgets and progress towards objectives. Technical elements wi...
Driving change can be as easy or as difficult as managing people: aligning conflicting perspectives, finding compromises, negotiating new working practices, working around technical limitations and other implementation challenges. Drivin...
PLM implementations are often referred as “transformation journeys” as they imply an ongoing learning experience; one which often carries on once the solution is deployed—as part of continuous improvement and maintenance initiatives....
In any business situation, it is always about people; indeed, people make or influence decisions. Stakeholder management is key to effective business operations and, a fortiori, effective change initiatives. The first commandment of stake...
It is commonly acknowledged, if I may say, that “knowledge gives every organization a competitive edge” (Prusak, 1996). The intellectual capital of an organization includes key assets, covering explicit and tacit knowledge. Similarly...
Size matters in agile. The agile team size is typically linked to scope and delivery capacity based on user stories. As discussed in a previous post, the Product Owner indirectly owns the scope / requirements, business facing plans, acce...
