The PMO needs to ensure that the information contained in that database of historical information is organized in a way that not just the data can be retrieved, but also that the context of that data can be understood. If we don’t, then not only may the information not help PMs, it could lead them to significant errors in their planning.
Governance is concerned with the best use of an organizations’ resources. Thus, effective IT planning processes are essential. Organizations must gain insight into (and ultimately retain control over) the demands being made on IT.
Many organizations find the process of managing their portfolio of projects extremely painful. But does it have to be like that? Perhaps a return to basics is needed. Could it be that the intellectualization of the PPM process has muddied the waters a bit?
How do you decide which PPM tool is right for you, and then make it work? In this article, we identify a few of the things to consider when selecting a tool.
It's inevitable--organizations will change the way that planning cycles are executed. For many organizations, this is a natural extension of the commitments that they are already making--EPMOs, strong and executive supported portfolio management, and results-focused execution. For others, this is a major shift. Here we explore some of the ways that annual planning can be improved.
To really understand whether or not you have the right players or even the right teams in place to complete the projects you’re responsible for on time and on budget, there is a critical shift in paradigm you need to embrace. Projects aren’t the only things team members are working on, and all work is not the same.
Teams are more than the sum of the parts. Cross-functional collaboration supports creativity, innovation and speed. Who wouldn’t want that? But managing cross-functional collaborative teams differs from managing a functional team or a traditional project. How can you tell whether a team is working?
How do these two roles stack up against one another? Can a project manager adapt to being a ScrumMaster? Given the opportunity and environment, people can be successful in a number of different roles--provided that there is some degree of connection.
It doesn’t seem that the succession planning process should be so difficult. Yet success in this area seems to elude most companies. Perhaps the seeds for deficiency are sewn in the process itself. So how does an organization achieve a high degree of engagement from its leadership teams?
Organizations do a lot to implement what is viewed as project management. But do organizations have an organizational project management capability? To understand whether we do or not, we have to understand what this actually means, explore where organizations are today and evaluate how close we actually are to the attainment of this goal.
Decisions on IT Governance are easy when your company has ample resources and infrastructure to implement and support it. As companies get smaller, however, those decisions get much more difficult. Here are some guidelines to help you evaluate and prioritize your needs to build a strategy for getting the maximum benefit while staying within your means.
The portfolio manager is the strategic spearhead of your project organization, and there is a lot of mystery about an organization’s strategic planning process. The PPM function of your organization needs to be in the center of this process, and in this article we explore some of the functions that it needs to perform.
This executive communication strategy will go a long way to prevent middle management inertia when implementing project portfolio management. Here we look at the cascade that breaks down the management wall to PPM.
In the history of organizations trying to implement and get some value from project management, there has been a string of buzzwords that have captured the hearts, minds and budget approvals of senior executives. Why doesn't the hype of portfolio management seem to measure up in real life?
In this time of tight budgets and limited resources, the ability to better manage the resources that you do have across the full portfolio of work is vital. Learn more about maximizing your resources--and how you can manage and distribute them more effectively.
Why has Project Portfolio Management struggled to be adopted in organizations? While part of the problem lies with the vendor overselling the product, the bulk of the issue stems from our collective failure to educate ourselves on PPM--and understand how we should adopt it.
"One, two...the portfolio's coming for you! Three, four, better lock your door!" For a company to be successful, it needs to have a high-performance project portfolio. If it misses the mark, everyone is relegated to the B-movie horror of High Spending and Low (or No) Return for their Money.
ROI can get muddy, and the priority of projects can be changed after they've been started. So how do you quantify disruptions to progress and the impact on morale and relationships? Hopefully, through this article you will glean some insights and ideas on how to improve an ailing IT project prioritization process. And guess what? It's not as difficult as you might think!
Portfolio managers don’t always need a full-feature package with all the bells and whistles. Reviewing the variety of solutions available led this writer to generate a basic list of PPM requirements as well as a few nice-to-have features--leading him to a recommendation.