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Determining IT Project Health

by Harold Hunt

Trustworthy assessments of project health are necessary. This article advocates an approach using proactive, objective and metrics-based project health indicators and communication of assessment outcomes by simple executive-level and project management-level dashboards.

Is Long-Term Strategy Dead?

by Andy Jordan

For organizations operating in disruptive environments with rapid, unpredictable change, long-term strategic planning must evolve. A clearly articulated, forward-looking destination is as important as ever, but the route to get there must remain flexible on the specifics of how it will be achieved.

Professional Development: Keeping Up with the Pace of Change

by Kevin Coleman

We are all coming face to face with the need to change. Someone with continuous learning on their resume and a knowledge of new and emerging strategies, technologies and processes can position themselves as an attractive hire. Are you maximizing your potential?

Project Management’s Role in Strategic Implementation

by Abeni James

Organizations have long acknowledged the role that strategic planning plays in future success. Here we discuss the role project management can play in strategic implementation, as well as the function of the PMO—particularly the enterprise-wide PMO within this context of strategic implementation, using project management to drive the process.

Strategic Thinking

by Emilio N. Buzzi, PMP

How can practitioners make sure that the projects they are working on align with organizational strategy at every stage of the project? Find out why having a strategic mindset is vital—and how practitioners can develop and strengthen those skills.

Topic Teasers Vol. 89: Chasing the Shifting Target (Japanese Translation)

by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA

質問:私は、私のプロジェクトと3人の同僚のプロジェクトマネージャーのプロジェクトが、同社の戦略目標をどのように満たしているかを文書化し始めました。それは今私が仕事中に行っていることの一部ではないので、私はその用語を理解することは認めても困惑していますが、経営陣が期待していることをどのように準備するかについては考えていません。正直言って、それは少しあいまいだと思うし、私は事実と数字を扱うことを好む。何をすればよいでしょうか? A.戦略目標は、組織が順調に進んでいることをステークホルダーに確信させるために作成されたマーケティングマジックです。彼らはプロジェクトマネージャーやプロジェクトチームにとって重要ではありません。割り当てられていれば、彼らのケアとメンテナンスをすばやく拒否すべきです。そうでなければ、会社の報告書が見栄えが悪いと、あなたは非難されるでしょう。 B.多くのプロジェクトマネージャーは戦略目標を持つ会社に精通していますが、割り当てられたプロジェクトのために何があるかを知ることができる幸運な人も少なくありません。私たちの大部分の能力と能力を備えています。 C.営業チームだけが、上位管理のための戦略的客観的レポートを作成するために必要な番号にアクセスできます。営業担当者は、売上数を操作して見栄えを良くすることができるため、営業担当者はスタッフにデータの取得とレポートの作成を依頼する必要があります。 D.戦略的な目標がうまくいくとはいえ、重要なのは、プロジェクトチームがプロジェクトチャーターで構築または作成するように求められる成果物を作成していることです。あなたがそれらを選ぶことに関与していないので、あなたの焦点になるはずのプロジェクト作業から時間がかかるので、組織全体でそれらを追跡するように公正に頼むことはできません。

Lessons Learned in IT Project Failures (Japanese Translation)

by Natalie Disque

このウェビナーでは、プレゼンターに「プロジェクトマネジメント:失敗したITプロジェクトのビジネスケース:教訓のキャリアガイド」と題したプレゼンテーションを行い、出席者は本からの現実のITプロジェクトの例、失敗した理由、 それぞれについて学んだ教訓。

Organizational PM: Start Small, Keep it Simple (Japanese Translation)

by Michael Wood

これは、プロジェクトが失敗し、CEOの注目を集めているような、組織の収益に重大な影響を与える場合にのみ発生します。 だから、少なくとも、プロジェクトのバックログを持っているすべての組織が少なくとも原則としてOPMを採用しているわけではないのですか?

Observations from Orlando: PMOs are Embracing Change

by Ben Chamberlain

The Gartner Program & Portfolio Management Summit is generally regarded as one of the premier events for project management professionals. This year, many of the event’s attendees were actively taking steps toward embracing the changes that Gartner continues to warn us will one day rock our worlds. One attendee explores his experience.

The Core Message to PMOs: Innovate or Disintegrate

by Doug DeCarlo, Principal, The Doug DeCarlo Group

Nearly 1,500 IT program and portfolio managers, along with CIOs and other senior managers, flocked to Orlando for the Gartner Program & Portfolio Management Summit to gain insight into how to reinvent program and portfolio management in order to succeed in the fast-paced, largely uncharted digital age. In this article, an attendee and speaker gives his take on some key themes.

The Four Windows: Turning Opportunity into Innovation in Megaprojects (Japanese Translation)

by Ian Whittingham, PMP

彼らの予算の大きさと彼らの野望の範囲から離れて、メガプロジェクトの特徴を定義するものは、永続的な遺産を作りたいという希望です。 英国最大のインフラプロジェクトであるCrossrailは、イノベーションの分野でさらに大きな影響を与えることを期待しています。

Aligning IT to Organizational Strategy: Not Exactly Rocket Science (Japanese Translation)

by Michael Wood

あなたの組織がITをどのように調整し、組織の戦略的方向性と整合性を取るかについて苦労している場合、CIOはその方法を知らないことがあります。このプロセスはまさにロケット科学ではありません。しかし、トップダウンアプローチや、技術者よりビジネスマンのようなものを考えるCIOが必要です。

Smart Budget Allocation for Project-Oriented Organizations

by Jakub Marciniak

Spending decisions in a PMO can foster or impede the organization. The process is volatile by the nature of its political implications. To allocate budget and resources in a smart way—and to achieve organizational goals—a measurable approach needs to take the following dimensions into consideration…

The Forces Influencing Integrated Strategy

by Kevin Coleman

With so much projected to take place technologically in the next several years, organizations must be ready to respond. Those that fail to consider several forces into their strategy development will likely suffer slow global economic growth, diminishing market share and business failure. With so much going on, the pressure on program and project managers will be substantial.

2017 CIO Success Guide

by Michael Wood

For CIOs in 2017, the issues and challenges are not getting any easier. What should CIOs—especially in smaller to mid-sized organizations—focus on to improve their job life expectancy?

Investing in Complexity

by Andy Jordan

Complex projects are often feared as an inevitable drain on resources, a source of never-ending problems and a cause of immense frustration. They can be all those things, but they can also be an organizational springboard to tremendous success.

Emerging Technology: Program and Project Complexity

by Kevin Coleman

Today's business environment is extremely complex. No longer is success driven by any one single factor—it requires multiple factors. If you ask what drives the level of complexity of programs and projects these days, you will get a number of answers.

Making the Agile Connection with the Internet of Things

by Priya Patra

The tsunami of devices from the Internet of Things (IoT) has come to our homes, workplaces and industries—and to the projects we manage and products we create. Let’s see why the combination of innovation and agility is essential to leverage the “power of the thing” to win in this highly competitive market.

Address Risk with VUCA-Prime

by David Hillson

The popular managerial acronym VUCA (volatility, uncertainty, complexity, ambiguity) can be useful in identifying and categorizing risks, but a complementary framework known as VUCA-Prime is more helpful in shaping appropriate responses to those risks by focusing on vision, understanding, clarity and agility.

Dear PMO...Why Do You Exist?

by Andy Jordan

If we ask a PMO leader why their PMO exists, the answer is frequently at odds with what is evidenced by the work they perform. Why is that, and what can we do about it?

Are Your Projects Suffering from Self-Inflicted Complexity?

by Michael Wood

Designing complexity out of the project process begins with ensuring that needless complexity is kept clear of things. Let’s look at some of the drivers that tend to introduce needless complexity into the project management process...

Concerns for All Companies

by Júnior Rodrigues, MSc, PMP

The evolution of the digital age, automation and new energy technologies are elementary to future-oriented corporate management in the mechanical engineering sector—and will continue to gain increasing importance.

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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"If you would be a real seeker after truth, it is necessary that at least once in your life you doubt, as far as possible, all things."

- Rene Descartes