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Preparing for Strategic Agile

by Andy Jordan

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.

Portfolios, Programs & Projects: Oh My!

by Mark Mullaly, Ph.D., PMP

We need to be clear about what we are talking about in the context of alignment. And we need to be clear about what alignment actually gives us in the context of portfolio management. In other words, just what is the problem we are trying to solve here?

Aligning Strategy in a Portfolio

by Kenneth Darter, PMP

When managing a portfolio of projects, it is important to make sure that the overall strategy of the organization is aligned with the projects in the portfolio.

What’s Better than Being Proactive? Being Predictive.

by Kevin Kern

While a premium used to be placed on proactive project forecasting, budgeting and resourcing, there’s now an even more highly prized measure of successful project management--being predictive. Read how making the shift from reactive to predictive can help your cause.

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.

Ensuring PMO Success

by Patti Gilchrist, PMP

Despite their high failure rate, PMOs have the potential to deliver numerous benefits to the enterprise. Unfortunately, many PMOs fail. So what can executive leadership do to ensure success?

The Case for the Chief Project Officer

by Andy Jordan

Projects are becoming more strategic, why isn’t project leadership? The argument for the CPO is becoming stronger and stronger, so let's consider the case for an executive responsible for project execution.

Where Does Portfolio Management Start?

by Andy Jordan

Like the source of the Nile, the start of portfolio management can be hard to locate. There is not yet a generally accepted initiation point for portfolio management, so let’s try and figure out where PPM might start in a perfect world.

Strategic Portfolio Management

by Patti Gilchrist, PMP

When used effectively, PPM can increase the perception of IT’s value to the organization. So what can PMOs do to ensure that PPM processes are increasing IT’s value to the business?

WBS Tasks for a PPM Problem

by Joe Wynne

If you are trying to set up project portfolio management, you will run smack into a unique workforce problem. Use these tasks in your WBS to help manage three sensitive groups that participate in projects to establish PPM.

Portfolio Processes for Project Managers

by Kenneth Darter, PMP

Managing a portfolio can involve processes that are very different than project management processes. Project managers need to be prepared--understanding these three areas will lead to a better performing organization.

Portfolio Management: Simple is Often Better

by Michael Wood

Many organizations have benefited from a formal PPM process while others have been unable to develop productive PPM capabilities. The only real thing that matters is what approach to PPM will work best for your organization; the rest is just noise and distraction. Here is some guidance that you might find helpful in developing and/or honing your organization’s PPM function.

Data Gathering in Portfolio Management

by Kenneth Darter, PMP

Making good business decisions while managing a portfolio often comes down to gathering the proper data and creating useful business intelligence. Here's some advice on four critical stages of the process.

A How-to Guide for PMO Implementations

by Matthew J. Ferguson, PMP, CSM

As organizations look to improve their performance, they often consider establishing a Project Management Office. The idea of creating a PMO is one thing; the actual implementation of it is entirely another. Taking a step-by-step approach and following some critical guidelines will help ensure your PMO’s chances for success.

Save the PMO!

by Jiju (Jay) Nair, PMP

Do C-level executives make arbitrary decisions to kill PMOs? Alarming as this idea may seem, many organizations nowadays are building up a track record in terminating the services of their PMOs right after kicking the tires.

The Danger for PMOs in an Automated World

by Andy Jordan

As PPM and similar software has become more prevalent, has your PMO evolved to embrace the tools? Here we look at how PMOs need to adapt and adjust in order to leverage technology.

The Problem with PMOs and Governance

by Andy Jordan

Organizations that take project governance for granted are headed for a fall. There is one area where governance seems to be failing in many organizations, and it's perhaps surprising--the PMO. That is incredibly dangerous, and here’s why...

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- John Lennon