The internet and Big Data are enabling new and better ways of finding and obtaining customers. The key is to manage customer relationships by tapping into the “long tail” to serve ever-expanding market niches.
It is critical to set up the right systems to support your strategic direction as relates to CRM. It is important to understand a variety of components of what your customers need and what your company needs in order to service them better than the competition.
Customer Relationship Management is an area that requires agility, as it is evolving rapidly and changing the competitive landscape. However, having agility related to your CRM efforts takes deliberate effort. This article outlines a deliberate approach to building agility into your CRM efforts.
Customer Relationship Management has become a critical strategic factor in recent times. What changes are occurring in the realm of CRM and how are they reshaping the competitive landscape? How can companies look at CRM as an opportunity for their particular business?
There are many approaches to building a PMO, and myriad activities in which a PMO can engage. PMOs need to be judicious in what they choose to do and what services they provide, but there is one focal point every PMO needs to have.
Project Management Offices (PMOs) come in different sizes and shapes with different objectives and structures. This article discusses the various PMO flavors and points of view across the industry.
While there are a variety of formal approaches and flavors to PMOs, these might not be quite right in every situation. Many situations may actually call for a more customized, less formal approach. This article investigates some approaches that may be less formal but are no less effective.
This is the first part of a series of four articles on Project Management Offices (PMOs) and looks at the best and worst of what can happened when an organization implements a PMO.
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.
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.
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.
Strategic Initiative Management has the potential to be a highly complex topic. Indeed, it is a complicated topic, but it demands keeping supporting processes simple to be successful!
Strategic Initiative Management is, at least in part, a fancy way of describing how a company manages its portfolio of projects. No matter the situation, projects represent one thing: CHANGE.
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.
Not all risks are created equal. Indeed, some risks have a minor effect, and while others are complete deal breakers! However, one risk trumps them all…
Even on agile project, managing risks needs to be done proactively, but the process is different and requires a unique approach that differs from traditional waterfall projects.
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.