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Getting It Done: Blame Game

by Grace Willis, PMP, CSM

Look to your organization’s strategy and processes to prevent project failure.

Business Analysis for Emerging Technologies

by Kevin Coleman

Business analysis in support of projects and programs is challenging, to say the least. When you couple the existing challenge with the complexities of new and emerging technology, it adds to the difficulty.

Just Kill It Already!

by Andy Jordan

Many organizations are notoriously bad at cancelling projects, no matter how far removed from their original objectives they become. That’s a problem that has to be solved if an organization is to succeed.

What Makes an Initiative Strategic? And Why Does It Matter?

by Mark Mullaly, Ph.D., PMP

We hear a lot about strategic initiatives. What we don’t hear about, however, is how and why they get that label in the first place. What makes one project strategic, where another one is just a project? And just what kind of impact does labelling a project “strategic” have on its ability to be successful?

Culture Change Training: Focus on Strategic Initiatives

by Joe Wynne

The PMO is an important force to help keep the focus on strategic initiatives. One way to do this is to support targeted effective workforce training. Your support is only possible if you know what topics effective training includes, especially those topics specific to the PMO role.

Lessons from PMI Global Congress (Part 2)

by Mike Griffiths

This is the concluding installment of Mike's account of attending the recent PMI Global Congress 2016—North America in San Diego. In this article, he shares his thoughts on the other stand-out presentation he attended: Sue Gardener’s “The Future of Work” keynote.

Project Governance: A Matter of Strategy or a Routine Activity?

by Jiwat Ram

Project governance has often been taken as something that is merely strategic in nature. This situation necessitates further discussion about how to make the utility of project governance simple and more applicable for organizations with little to no expertise and foundation in adopting this approach. One way to do that is to look at some of the challenges and work backward to identify solutions.

The Untouchables

by Andy Jordan

While the broadest definition of “portfolio” may be all of the organization’s initiatives, there are always a small number of those initiatives that demand the greatest attention and focus. These are the strategic projects that will make or break the organization’s performance.

Acknowledging the Two-Tier PM Workforce

by Andy Jordan

The latest evolution of project management is leading to a need for different skills and experience. Project managers are sensing a very real shift in the value that organizations are placing on many of their projects, one that’s going to reduce the sense of self-worth that individuals will have. So what should organizations do about it?

The Ultimate Strategic Initiative: M&A Projects

by Bruce Harpham

In the corporate world, growth has become difficult for large companies. Buying smaller companies is one solution to that problem. Yet, recent history is littered with examples of M&A projects that started with enthusiasm but ended up destroying value. In this article, the author looks at how PMs can successfully lead mergers--the ultimate in strategic initiative management.

Time for a PMO Revamp

by Laura Burford

The reality is that implementing a PMO, whether strategic or tactical, has difficulties because the term means different things to different people—and there is no standardized or commoditized PMO-in-a-box. It requires the right executive and PMO management team.

Turning Initiative into Action

by Kenneth Darter, PMP

An initiative can exist in the mind or on paper, but how do you take that initiative and turn into action and create a project and end result from it? That, in a nutshell, is the job of a project manager.

Big Data & Data Analytics: What's in Store?

by Michael Wood

Despite the poor success rates reported in 2015 in using Big Data and data analytics, it appears that for 2016 and beyond, they are on their way to being a massive market. What are your organization’s plans for pursuing these initiatives?

Project Controls Expertise: Foundational to Successful EPPM Implementation

by Graham Campbell

In recent years, executive leadership has come to a realization: The traditional “point of delivery” decision-making process for which project management practices to apply across thousands of ongoing projects, in multiple geographies and across different sectors is not achieving business goals. Read how one company affected change.

Building the Right Team: The PMO Director

by Laura Burford

Have you found the right fit? To help ensure PMO success, you should utilize the three sides of the PMI Talent Triangle™ and clearly articulate job expectations for your PMO director.

Good Change vs. Bad Change

by Andy Jordan

Most organizations experience high levels of change in their strategic projects. Sometimes that’s good, sometimes it’s bad. How do you know which is which?

Strategy for Innovation: PMs in the Spotlight

by Kevin Coleman

With all the emerging technologies igniting strategic innovation initiatives within organizations, you as a program and project manager will be in the spotlight of the senior-most executives. Are you making the most of this strategic opportunity?

Taking the Lead on a Strategic Project

by Mike Donoghue

If you are looking to establish a new project that will help improve your organization’s competitive advantage, then you need to develop a well-defined project strategy to gain you a foothold in the business marketplace. The strategy will need to contain the following components...

What It Means to Be a Business Partner

by Wendi Salvaggio

…and why giving someone the title doesn’t just make the magic happen. Thе асt оf partnering relies оn a delicate balance оf mutual support and purpose. In great aspect, thе success оf thе business partner depends оn hоw effectively thе business partner assimilates with, аnd into, thе core business team.

Protecting Project ROI for Project Sponsors

by Kent Lefner

It is critical that business leaders have the ability and courage to mitigate risk up front and actively monitor and act on project risks and performance as early warning signs materialize. Here we look at a framework to help business and project leaders actively, transparently and honestly monitor risk and issues through the entire project lifecycle.

The 10 Truths of Successfully Managing Information Technology

by Harold E. Kerr, MBA, PMP, CSM

Are you aware of the 10 truths of successfully managing IT? Implementing all of these concepts may seem overwhelming. But if you understand the truths and apply the suggestions to address them, the payoff is huge. You’ll give your organization the poise and balance to make it across that technological and organizational tightrope.

PMaaS: Time to Think from Within the Box

by Jiwat Ram

Project Management as-a-Service (PMaaS) is an emerging approach that signifies a shift in thinking and mindset on how project management can be carried out. But what exactly is PMaaS, and does it have any practical utility?

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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What a waste it is to lose one's mind. Or not to have a mind is being very wasteful. How true that is.

- Dan Quayle