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Benefits Realization: The Agile Way

by Kevin Aguanno, CSPM (IPMA-B), Cert.APM, PMP, PMI-ACP, CSM, CSP, FPMAC, FAPM

Agile encourages project teams to work with the sponsor to understand the greater context surrounding the project. With this broader understanding, the team can look for ways of structuring the project to improve the chances that the business will actually achieve the business case benefits.

Taking Over a Failing Project

by Anand Thiagarajan, PMP

Continuing to develop a failing project is a big challenge. Improving the environment and culture to ensure successful delivery requires integrating the bottom-up approach from a small task level with a top-down orientation of strategic management. Learn how to diagnose failure and implement useful techniques.

Don’t Blame the Project Sponsor! How to Advance Project Sponsorship in Organizations

by Michiel van der Molen

Close engagement of business management with projects can accelerate the change process and lead to improved project performance. Yet, in many organizations, the project sponsor role is still poorly developed. What makes it such a challenge to advance this role? And what are the basic elements of a successful approach?

Capital Cost Depreciation: Agile Wins Over Waterfall

by Kevin Aguanno, CSPM (IPMA-B), Cert.APM, PMP, PMI-ACP, CSM, CSP, FPMAC, FAPM

Waterfall projects are “done” at the end, and it is easy to determine when benefits realization begins; however, on agile projects, deliverables are produced in a phased approach, and benefits realization may begin at many points along the project lifecycle. Which brings us to the question at hand: For agile projects, when can we start deducting/amortizing capital expenses?

The Benefits Test Case

by Arpad Feraji

If you are serious about projects delivering value to the business, make sure your test plan is validated against the business case.

Accountability: A Key to Benefits Realization

by Craig Curran-Morton

When accountability exists in an organization and on a project, there will be a much greater likelihood that the benefits will be fully realized. And by accountability, we mean punishment, right? No, not quite...

Not Your Benefits, Not Your Realization

by Mark Mullaly, Ph.D., PMP

Benefits realization is the topic du jour. Projects produce benefits. Organizations want to realize them. Guess who's being looked to in order to make sure that happens? Yup, that would be you. The project manager.

Improving Engagement Between IT and Business: Key Roles

Santosh Kadatare

Technology is driving transformation in the business model. Now more than ever, a need exists for roles that can work seamlessly between the IT and business sides to bring organizational strategy to fruition.

A Project Lifecycle for New Hotels

by Richard Whitfield
Gert Noordzy

Addressing the problems inherent in opening new hotels, this paper advocates that hotel owners adopt a complete and well-defined project lifecycle overseen by an experienced project manager. The goals and deliverables for the key phases within this extended new hotel project lifecycle are identified and the main benefits of following this approach are explained. The proposed approach helps optimize the return on investment for each new hotel and maximizes positive cash flows from operations.

Project HEADWAY Project Proposal

deliverable
by Interthink

The purpose of the project proposal template is the first step to gain approval of a project moving forward. Similar to a project charter, it provides the initiator of the project with an avenue to document the purpose of the project, the objectives and the basic information needed to see the project approved through to the planning stage.

Project HEADWAY Business Case

PREMIUM deliverable

The purpose of this document is to quantitatively justify the project. For smaller projects, the business case may be no more than 1-2 pages in length. For larger, more complex projects, the business case may be much larger and contain far more detail.

Better Business Analysis: An Interview with Shane Hastie

by Project Management Institute

Shane Hastie, Chief Knowledge Engineer for Software Education, spoke with us about the ideas he presented in his recent video on business analysis. He tackled questions about how to get to the real problem, how to uncover the real requirements behind a change and how business analysts and project managers can have more successful relationships.

Removing the Guesswork from Strategy

by Andy Jordan

For many organizations, strategic planning and the associated project selection is an exercise in frustration. How can we improve things without reinventing the process?

Managing Change: Whose Job Is It, Anyway?

by Mark Mullaly, Ph.D., PMP

Managing organizational change is one of the big, hairy elephants in the room when we manage projects. It is one we all recognize and know about, but that we struggle to deal with effectively--or even sometimes to discuss. Why this is, and why this should be, is a bit of a mystery.

Three Testing Factors of Integrity in Project Management and Possible Ways to Manage Them for Success

by Pragatheeswaran Rathinasamy, PMP

A major challenge in project management is to become truly successful by practicing integrity. This article focuses on three key factors that test the integrity of organizations and practitioners—business case for the projects, organization structure and culture, and implications of laws and regulations—to highlight the importance of the roles of people and the system for practicing integrity. The author concludes by proposing useful ways to strengthen project management practices and comply with integrity.

Uncovering the Business Case Identity

by Michelle Stronach

Business case and project charter confusion is not uncommon. They both have integral roles in the initiation of a new idea--but they should not be used interchangeably. At the end of day, the project sponsor is accountable for success--and is responsible for ensuring recommendations are held up by a sound business case.

Are You Ready to Go Agile? (Part 1 of 3)

by Kevin Aguanno, CSPM (IPMA-B), Cert.APM, PMP, PMI-ACP, CSM, CSP, FPMAC, FAPM

Many organizations have struggled with their early agile experiments. Due to the issues faced, they typically cannot answer the simple question: “Are we ready to go agile?” This first article examines the factors that indicate whether the sponsoring organization is ready (and able) to modify the way it works to increase the chances of a successful agile project.

The Elements of a Business Case

by Kenneth Darter, PMP

A business case will help your project get sponsored and funded. But if you are creating a business case from scratch, what elements need to be included?

The Realistic Business Case

by Andy Jordan

Organizations treat business cases as sales pitches until projects are approved, then they seem to transition into items that should be rapidly forgotten. There must be a better way!

Project Sponsorship: Effective and Productive Engagement Key to Success

by Michael Wood

Project sponsors are more than just a project’s main cheerleader. They might have the largest stake in the project’s success. Let’s re-examine what project sponsors do, what their roles and responsibilities are--and how PMs can leverage them to promote project success.

The Realistic Business Case (Japanese Translation)

by Andy Jordan

Organizations treat business cases as sales pitches until projects are approved, then they seem to transition into items that should be rapidly forgotten. There must be a better way! This article download has been translated into Japanese.

PPM: Balancing the Portfolio

by Ian Whittingham, PMP

How does a company get the best return from the money it spends on projects? It’s a question that very many executives would like to know the answer to. Helping to find an answer to that question is one of the more important goals of Project Portfolio Management.

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It's like deja vu all over again.

- Yogi Berra