In my previous post I wrote on gaps in efficiency of traditional project management tools. The major problem with these tools is that they are not flexible and that they do not leverage collaboration. These tools created lots of additional routine operations the project manager should perform. Many of these operations are connected with project planning and updating project plans.
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Project management 2.0
Analysis of how Enterprise 2.0 technologies influence project management
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Andrew Filev, Wednesday, 23 April, 2008
How can collaboration and emergent structures do the routine job for you?
Andrew Filev, Wednesday, 27 February, 2008
Letting Users Take the Lead in Choosing their Tools Can Benefit the Whole Business
Category:
Enterprise 2.0
, Collaboration
Recently I came across an article about how hard it can be to introduce new enterprise business intelligence technologies to a company. This article reflects an important corporate phenomenon: “mandating and forcing users to adopt a standard practice or technology will often create resistance and political backlash.” The author underlines that transforming and changing the way people do business is never easy, and she advises the heads of IT departments on the best ways to implement the changes.
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Andrew Filev, Thursday, 07 February, 2008
Top-down and Bottom-up Project Management: Leveraging the Advantages of the Two Approaches
Nowadays we can observe changes going on in management and especially project management in organizations. More and more, organizations are abandoning top-down management style. Among them are the New York Times, Tribune Co., Ernst & Young and many others. Even the world biggest corporations, such as Toyota and IBM, are trying to implement bottom-up management style elements in some of their departments. The bottom-up approach to management is becoming more and more popular. However, the discussions about the two major approaches are still hot. What is the reason for the ongoing changes in management processes? The answer to this question will be obvious when we compare the two management styles.
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Andrew Filev, Tuesday, 15 January, 2008
Definition of Project Management 2.0
Category:
Project Management
, Collaboration
Today I would like to give a definition to the new term used by me in the title of this blog.
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Andrew Filev, Tuesday, 27 November, 2007
Scrum in marketing: making enterprises adaptive
Every year and even every month, new technologies, markets and competitors spring up, and today’s businesses have to be agile to be able to face the impending challenges. In such an unstable environment, traditional principles of managing product development may lead companies to failure. If the product requirements change drastically from the time the product is designed to the moment when it is released, it can result in the delivery of outdated products. Otherwise, ineffective change management processes may destroy product development, and the product will never be delivered.
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Andrew Filev, Saturday, 29 September, 2007
How Do Enterprise 2.0 Technologies Make Companies More Agile?
Category:
Enterprise 2.0
, Collaboration
Organizational change experts stress the need to develop agile companies. Major Enterprise 2.0 theorists say that new-generation technologies can turn inflexible companies into agile and efficient organizations. They praise social software for optimizing management and overall company activity.
To start with, why is the word “agility” so popular in management nowadays? Every year, new technologies, markets and competitors emerge at a rapidly ascending pace. Future threats and opportunities become harder to predict, and emerging challenges include increasingly novel elements. Today’s businesses are affected by globalization processes, and enterprises often become bigger, therefore more inflexible and bureaucratic. As organizations grow into huge corporations, it gets more difficult for them to react to constant market changes fast enough. This results in an ongoing agility gap. Read full article > |
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