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The Enterprise Triple Constraint

by Michael S. Zambruski

The equilateral triangle has long been a symbol of balance and parity when depicting interrelated success factors. This article broadens the concept of the triple constraint to cover the enterprise as a whole and defines the triangle as strategic planning, business analysis, and program/project management. The result is a blueprint for linking tactical deliverables to enterprise-level outcomes and benefits.

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.

Upward Diplomacy

by Carleton Chinner

If you want to work well with your senior stakeholders, you need to know and understand them. How well do you know yours? Read on for some tips on the art of managing senior stakeholders to ensure that they buy in to your project.

Projects for a New Technological Era

by Kevin Coleman

Five emerging technologies will combine to create a challenging period of time for project management professionals. Given the breadth of application, every sector will be impacted. Keep your eye on these five hot trends...

Innovation Around the Corner

by Michael Wood

2015 promises to outpace the past as consumer-facing technologies and the appetite of organizations to harvest and exploit every ounce of information they collect provide the catalyst for growth. More than ever, the CIO needs to think like a futurist in order to position their organization to take advantage of innovations on the horizon. Here's a glimpse at what’s to come...

From Sponsorship to Sponsorshift: Project Investment from Other Sources

by Mike Donoghue

Entrepreneurs and those who operate within organizations that have resource-competitive environments share the desire to run a project. However, they require an initiative of leadership, support and investment in order to get started. These are the people who need to actively search for project sponsors.

Why Sponsors Don’t Want to be Sponsors...and What to Do About It

by Mark Mullaly, PMP

Absentee sponsors are a significant problem within the project landscape. Finding a good project sponsor has always been hard. Finding any project sponsor, however, often feels like it is becoming almost impossible. What has happened that has led us to this predicament? And just what should we do about it?

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.

Visual Tools: Enhancing Portfolio Visibility

by Jiju (Jay) Nair, PMP

While visually pleasing elements can help stakeholders focus on important aspects of project management like risk identification and crisis management, other data elements are still needed for a qualified assessment of project or portfolio status.

Three Practical Guidelines for Business Decisions

by Michael Nir

It is a practical approach to understanding why decisions are so complex and what can be done about it. In order to create the combination between top-down problem decisions (waterfall-like approaches) and local problem decisions (agile-project approach), here are three practical guidelines.

Business-Focused PMOs

by Jiju (Jay) Nair, PMP

The common problem that has haunted endless PMOs is their inability to become credible partners with the businesses that they support. How can PMOs manage to come out on top delivering results that businesses can understand and incorporate into their strategic roadmap?

From CIO to CINO?

by Michael Wood

Is the Chief Information Officer the right person within an organization to take on the role of Chief Innovation Officer (CINO)? The answer to that question is, “It depends.” Specifically, it depends on the answer to a few questions...

The Entrepreneurial PMO

by Patti Gilchrist, PMP

What can PMOs do to improve their success rate and increase return on investment? A redefined vision of project management is essential. To effectively demonstrate their value, PMOs must evolve to meet the challenges of a dynamic business environment.

The Strategic PMO: What About the PMs?

by Andy Jordan

In recent years, more visionary organizations have made their PMOs more strategic, giving them greater accountability for business-critical functions. But where does that leave the more tactical support that PMs used to enjoy from the PMO?

Evolving the PMO: From Project to Program to Portfolio

by Rob Saxon

Sometimes, the definition of the “P” in PMO is elusive. To effectively build, maintain and evolve a PMO, however, we have to be very clear about what this letter means. Approaching the definition with specific goals in mind can help us to put together a world-class organization.

How to Run a Small PMO

by Elizabeth Harrin

You don’t have to be a big firm to have a PMO. Even small teams benefit from taking a high-level view of the portfolio.

The PMO: An Organization’s 'Problem Child'?

by Andy Jordan

The more this writer talks to people about their PMOs, the more apparent it becomes that organizations frequently don’t know what to do with them--and he's not sure why that's a problem. Why do so many PMO “problem children” exist?

Agile Development: Great for Engineers, Not So Much for Project Management

by Tushar Patel

With over half of companies using a blended agile and waterfall approach to development, it’s critical to be aware of how an agile approach affects planning and alignment with the overall business strategy. Here are the most common challenges in enterprise agile development--and some tips for how smart companies are navigating the new landscape.

Have We Reached Peak PMO?

by Mark Mullaly, PMP

The average lifespan of a PMO from inception to demise is approximately two years. That raises numerous questions regarding the purpose and relevance of PMOs. Those questions, however, can probably summed up with one general one: Have we reached peak PMO?

From IT to Business-Driven PMO

by Michael Wood

If an organization is to ever realize the value a PMO can deliver, it needs to think outside the IT PMO box and become a business-driven PMO--one that is driven by the strategic goals and objectives of the organization. When this happens, the impact of projects are more dramatic and the IT components of projects are viewed in the proper context.

The Two-Tier PMO Model

by Andy Jordan

Many organizations are looking at a PMO hierarchy--a single, central EPMO that aligns with the portfolio and defines corporate-wide strategy, paired with departmental-level PMOs that are modified versions of the distributed PMO model that organizations are more familiar with. In this article, we look at some of the considerations necessary to build an effective two-tier model.

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.

Stakeholder Analysis Worksheet

PREMIUM deliverable

Every project has stakeholders. Your job is to get to know the ones who will be crucial to your project. This analysis worksheet will help you get a feel for what to expect from various key parties who have an interest in your project.

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"Time is a great teacher, but unfortunately it kills all its pupils."

- Berlioz