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Navigating the Shift from Project to Product: A Map for Success 

Planview

In the dynamic world of technology, where the pace of change is relentless and the demand for agility is non-negotiable, how do enterprises ensure they’re on the path to success? The secret lies in transitioning from a project-oriented management approach to a product-centric model.

Project 69
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L.I.V.E. (Lean Innovation, Validation & Execution): A new, more effective way to manage multiple innovation projects

Idea to Value

This new management method makes it nearly impossible for innovation teams to fail at delivering multiple challenging innovation projects faster, with less risk and lower required budgets. Most innovation experts often say that traditional management processes are not the way to run innovation projects. And this is true.

Project 241
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Choosing Your AI Use Case: A Prioritization Framework

Planview

These executive insights from a recent panel discussion on AI in the enterprise provide the basis for an AI use case decision-making framework that can be applied to quickly identify the right use case. Jana Eggers has seen many AI implementations as CEO of Nara Logics, a software company that helps enterprises build AI advisors.

CTO 64
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Innovation or ERP: which path will digital transformation follow?

Jeffrey Phillips

Accelerating Existing Processes/Enterprise Capabilities 1. Doing ERP required the full commitment of the entire organization, while innovation is rarely an enterprise commitment. I think many early digital transformation projects will focus on efficiency, and then eventually customer experience.

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What is Total Innovation Management? Achieving Excellence from Idea Generation to Implementation

Qmarkets

In this article, we explore the concept of Total Innovation Management (TIM) and how you can leverage it at your enterprise. Too often, companies think of innovation in terms of disparate temporal projects, rather than as a holistic practice that should be permanently embedded within the organization’s DNA.

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Decision Making in the Era of Growing Constraints (Part 2)

Planview

Executives express to us that their organizations are exercising long-unused decision-making muscles. From a portfolio perspective, which set of projects is going to maximize the chance of achieving strategic growth targets given the development and commercial risks and rewards? Decisions are not made in a vacuum.

ChatGPT 52
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Dynamic Planning in the Face of Uncertainty

Planview

This example underscores the fundamental flaws with the “peanut butter” approach to cost reductions: Spreading budget cuts equally across projects or business functions. Read Next: The Volvo Group Drives Transformation in Enterprise Portfolios to Support the Global Business.

Agile 97