Just as companies benefit from implementing principles and best practices to improve function, the HR department can also benefit. “Projectizing” your efforts turns them into manageable, well-executed projects.
Specialized tools and systems can help your HR initiatives hum. This article explores a few, but it does take strategic planning to decide what tools and systems will most benefit your HR organization and good solid project management on the initiatives once you swing into action.
When you begin to view HR activities as projects, immediate benefits and efficiencies start. While these help, it becomes even more imperative to tie various projects together into programs. A cohesive HR strategy becomes front and center. All projects feed some aspect of your strategic HR thrust.
Human Resources is a critical area for businesses, but how can you make the Human Resources function more impactful? One approach is to think about your activities as projects by focusing on using project management principles and best practices, starting with the smallest things.
Strategic initiatives are, by definition, items of high priority to the organization. As a result, they need to concentrate on providing key strategic measures of performance that emphasize the operational aspects that the initiative is supposed to support.
Any strategic initiative needs to focus on building organizational capability in some way – whether human capability or institutional capability. The controversy can be that project objectives could come into conflict with organizational objectives – or vice versa.
The scope of project management touches virtually every aspect of the project. Don’t take it lightly! It is important to be through in examining all areas of the project for potentially hidden risks to avoid unwanted surprises!
You must manage risks throughout a project. To handle this ominous and all-important task, you need an effective organizing tool to help you track all project risks and related information – a risk register.
This is the first part of a series of four articles on outsourcing, taking a broader, more holistic look at the topic than is typically written. This first part looks at outsourcing in-house, but not directly under your control.
This is the second part of a series of four articles on outsourcing, taking a broader, more holistic look at the topic than is typically written. This post, looks at outsourcing to a contractor that is located within your country or region.
Outsourcing to overseas contractors has become a newer, high impact and more complex form of outsourcing. This post focuses on technology-based outsourcing, typically to overseas contractors –outside the United States—with a huge labor cost advantage.
Outsourcing on an individual basis is new territory. The international landscape provides great opportunity for you to segment those individual tasks that you might like to outsource and provides great opportunities to individuals who provide those services.
The pace of technology change is not only fast, but it has profound impacts on industry structure, company strategy and projects. However, there is one thing that you, as a project management pro, can do to ensure you are not caught unaware and unprepared over time.
If you master the core of project management, you will get beyond the fear of being left behind by digital technology. It is something that has not changed from before the term “project management” was even coined to the fast paced, digitally driven world of today and it’s not likely to change now.
One topic in the project management community that is gaining some steam is the subject of digital project management. Well, if you are in the PM community, you know what project management is, but what about digital? This is the first of a four-part series addressing digital project management.