Project managers can facilitate benefits realization and--more strategically--the project management function. That encompasses the three Ps of project management, which can play the crucial but often missing organizational role that will embed benefits realization in strategy execution and--by extension--program and project delivery.
A few recent events have left this project manager feeling very positive about PMOs--and that’s something that hasn’t happened in quite some time. While we can't yet proclaim PMOs as saviors of organizations, they are now on the journey to success.
For many organizations, strategic planning and the associated project selection is an exercise in frustration. How can we improve things without reinventing the process?
Don’t try and do too much with the risk management plan. It is just a summary document that provides an overview of the portfolio risks and allows access to more detail. Consider building this template within your PPM tool or within a corporate collaboration tool. This template has been built for the portfolio level, but it can easily be adapted for programs/projects with some simple rewording of columns.
Move over scope creep, there's a new creep in town. Projects may start off well aligned to the strategies they support, but how do we ensure they remain that way?
There’s a lot of talk about strategic or enterprise scale agile, but what do organizations have to do to prepare for such a change? The right approach will depend on the needs of the organization and its willingness to absorb change.