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Get Ahead of the Game: Four Tips for Resource Management

by Kevin Kern

Whether you’re starting from square one or fine-tuning a well-oiled process, consider these four tips for taking a more proactive approach to resource management--and create a more effective, efficient and responsive organization along the way.

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.

Should Technology and Process Coexist?

by Andy Jordan

With the ever increasing use of technology, how are processes impacted? Our writer feels that technology should be an overlay to the process work--we should start with a solid process and then look for ways that technology could make life easier in the execution of the process. But a colleague doesn't agree...

Governance Planning

by Patti Gilchrist, PMP

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.

Project Portfolio Management: Back to Basics

by Michael Wood

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?

PPM Tool Selection and Deployment

by Andy Jordan

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.

The Evolution of Annual Planning

by Andy Jordan

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.

Who's on First?

by Ty Kiisel

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.

Working Hard or Hardly Working?

by Esther Derby

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?

Project Manager vs. ScrumMaster

by Andy Jordan

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.

How Do You Spell Succession?

by Michael Wood

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?

Organizational PM: Dream or Reality?

by Mark Mullaly, PMP

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.

How Much IT Governance Is Enough?

by Michael Wood

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.

PPM: Where Project Meets Strategy

by Andy Jordan

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.

The PPM Cascade

by Joe Wynne

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.

PPM: Project Propaganda Management?

by Mark Mullaly, PMP

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?

The Resource Pool

by Andy Jordan

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.

Baby Steps

by Craig Curran-Morton

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.

Nightmare on Portfolio Street

by Tom L. Barnett, PMP

"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.

Prioritizing the Project Portfolio

by Michael Wood

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!

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- Groucho Marx