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PMOs and the Advancement of Project Management

by Andy Jordan

What role, if any, do PMOs play in shaping the future of project management? PMOs must not only understand the trends that are occurring within project management as a whole, they must act as the shapers of those trends within their organizations.

Big Data Projects: Strategic Disruption or Storm in a Teacup?

by Jiwat Ram

Stories of many failed Big Data projects have cast doubts on their strategic necessity and value. This raises the question of whether Big Data analytics and the associated technologies are a strategic disruption for organizational productivity, or just another hyped-up pretender of business value—a storm in a business teacup?

3 Common Roadblocks to Realization of Strategic Initiatives

by Kevin Coleman

The most challenging aspect of operational project management are the strategic initiatives that are all too commonly associated with this type of management plan and program. After 25 years of hands-on program and project management experience, this PM shares the three major forms of resistance that he has encountered the most.

Organizational PM: Start Small, Keep it Simple

by Michael Wood

It is only when projects fail and have major impact on the organization’s bottom line that they seem to get the attention of the CEO. So why don’t all organizations, at least those with a backlog of projects, embrace OPM at least in principle?

More Changes to Risk Management for Organizations

by Kevin Coleman

Today, risk management is an essential tool that enables C-level executives and boards of directors to understand the level of risk to the organization, the distribution of risks that contribute to that total, and insights into how best to manage strategic risks.

Strategy: A Transformational Way for Businesses

by Júnior Rodrigues, MSc, PMP

Strategy transforms organizations from entities stuck with unchangeable plans to industry leaders utilizing flexible and transformational ways for their business. Organizations must therefore not base strategy on fixed and unchanging planning, but rather planning that is flexible, attentive and proactive to changes in the environment.

Intelligent Project Management: Adopting a 'Program Mindset'

by Nic Horn, Mark Seymour

Establishing a “program approach” allows leadership to control performance across multiple projects to achieve maximum efficiency and ensure alignment to strategic goals. The “Intelligent Project Management” model (iPM) provides a fully integrated approach utilizing smart controls, greater visibility of performance data and ensuring people have the right capabilities to support delivery.

Project Failure as a Scapegoat for Organizational Failure (Part 3)

by Majeed Hosseiney

Organizations often talk of project management failure and put us in a vicious cycle of cause/effect analysis loops. The problem is that we look for the cause of project management failure where the light is--and not in the dark spot where the true issue is. This three-part series helps to uncover some key underlying and recurring sources of confusion within organizations. Part 1 looked at decision-making dilution; Part 2 explored methodological and structural confusion. We now turn our attention to leadership pollution and conclude our series.

Demand Management: Connecting PM with ITSM

by Cihan Karakus

In this article, the author describes how to connect and harmoniously execute two management domains--project management and information technology service management--by giving a sample categorization of demands for IT organizations.

Business Process Oursourcing

by Kevin Coleman

Outsourcing is a huge and complex product and services segment. One of the strongest market segments is business process outsourcing. BPO is seen as a strategic initiative that improves customer service and operational efficiency, and can be leveraged to dramatically improve the technology that supports a business.

Cloud Computing: More to Come

by Michael Wood

...a lot more. There is still much to look forward to in the cloud computing space. CEOs and CIOs are concluding that the rewards can far exceed the risks, so the move to the cloud is accelerating across a broad range of organizations.

Digital Transformation Strategy: A Matter of Survival

by Kevin Coleman

Digitization has fundamentally altered the essence of business and our personal and professional lives. Organizations need to create appropriate goals when it comes to digital transformation--and a clear leader must establish a vision of the future that includes the path that will be followed to get the organization there.

Insights from a High-Performance PMO

by Bruce Harpham

Low client satisfaction scores. Inadequate project success. Internal coordination problems. Such problems can be found in many organizations. However, how many organizations find ways to deliver significant improvement in all three areas?

Re-Defining Urgent: An Exposé

by Beth Spriggs

We often want people to feel that certain tasks are urgent. In order to do that, we have to create consequences to get people to act with urgency in otherwise non-urgent situations. This means that we deliberately want people to feel that something bad could happen if they don’t work quickly. And that's a problem. A culture of urgency makes it difficult for long-term thinking, and reinforces finding the quick fix.

Leading Beyond the Iron Triangle

by Byron A. Love, MBA, PgMP, PMP, CISSP

The failure of a “successful” project came as a shock to an experienced PM. Turns out that managing projects according to the triple constraints alone is not enough.

A Multi-PMO Strategy

by Andy Jordan

The lack of consciously managed alignment between PMOs can create inefficiencies and friction. It is now time for organizations to implement a comprehensive PMO strategy that manages an integrated ecosystem of PMOs rather than tolerates multiple independent PMO structures.

Building Value with Thought Leadership

by Braden Kelley

While most consulting firms find early success because of the strength of their thought leadership, over time many of them tend to under-invest in it. As a consequence, they find themselves vulnerable to new entrants nibbling around the edges of their core business--and see their growth slow down.

Technology Supports Process, Technology Undermines Process

by Mark Mullaly, Ph.D., PMP

While process frequently fails to allow for flexibility, technology often doesn’t even consider the possibility. Once we begin to automate a process, the presumption—and it’s a dangerous one—is that all cases are treated equally.

How to Avoid Shiny Object Syndrome

by Elizabeth Harrin

With so much project management tech out there, how can you convince your team to settle on a product and not keep trying new things?

The Impact of Digital on Your PM Job

by John Reiling

Has digital project management become a PM specialty? Digital technology affects most projects—and its disruptive impact requires PMs to have strategic skills.

Gartner Insights: PPM's Role in Driving Real Business Transformation

by Vlad Vecerzan

The term “business transformation” can have a variety of meanings depending on who you’re talking to, but the question of how it relates to PPM was pretty well addressed at this year’s Gartner PPM & IT Governance Summit in Orlando.

Changing the (Project) World Through Technology

by Andy Jordan

To deliver more significant and sustainable improvements, we have to shift our focus from efficiency to effectiveness. We also have to understand how the enterprise tools available to us can support that change, helping us to deliver innovation rather than acting as a drag on it. This is where PPM and similar vendors can assist.

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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