This template outlines a classic Project Charter with a focus on project definition and strategic ties. Risks and stakeholder needs are covered, but not in granular detail. It is appropriate for fairly low-risk projects where the goal is to get everyone on the same page up front.
What role does the PMO play in IT Strategy?
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Use this document to clarify and confirm the mandate for the development of a Project Management Office.
This presentation provides a comprehensive overview of key areas of Organizational Project Management (OPM). It examines where OPM fits in the context of an organization, the boundaries to consider and identifies some of the core components within the “OPM Envelope”.
New Product Strategy and Links with Corporate Strategy: Sustainable NPD occurs when it is integrated and linked to an overall business strategy. A well articulated strategic vision and a strategy to achieve that vision provide product planners and product developers with direction on which products to pursue.
Portfolio management can impact resource allocation from individual platform decisions to overall portfolio analysis and business strategy development. Portfolio management in the best companies is a critical link between the NPD process and executive management. Even in early development stages, a good portfolio decision-making process allows for NPD excellence in marketing, research and development, and overall team focus. Achieve understanding to these common questions: How do portfolios and platform management systems improve decision-making? Explain the main principles of portfolio management. What are common variables that companies track using portfolio management principles?
Innovation of new-to-the-world systems is complex in a global economy. Increasing customer value while improving organic growth exponentially increases that complexity, particularly when that mandates a need to expand into unknown technologies and markets. In that scenario, managing multiple component streams and multiple vendors on a global basis would seem impossible at best. In the context of Concurrency, the seemingly impossible becomes possible and global complexity becomes manageable. This presentation encompasses the successful Launch of a new global system and examines the impact of Concurrency on time, speed, quality, cost and complexity. The criticality of a clear strategy and early dialog with all functional stakeholders will be discussed in the context of the overall system success and the elimination of rework or quality issues after Launch. And it all started with an electric toothbrush.
In this webinar, Andrea J. Simon. Ph.D., takes you through a discussion and exercise that will help you think about your business in new way using her integrated, proprietary ChangeMap ™ approach with “Blue Ocean Strategy;” thinking. We will explore case studies of this integrated model which organizations have applied with remarkable success. What is truly unique in this approach is that it gives you the tools and approach to apply to your own project-management functions
The Organizational Project Management (OPM) presents a valuable structure that assists organizations in the development of several opportunities geared toward implementing a more effective business strategy. This presentation intends to introduce the OPM concepts to web learners
The presentation ultimately spotlights how to translate business strategy into effective implementation of projects and programs that determine the success or failure of an enterprise. The components of enterprise project governance include strategy, risk, portfolio, organization, stakeholders, performance and transformation. The benefits and challenges involved in pursuing the EPG concept are discussed and a case is presented.
This is an Advanced Track Webinar, held in English, first given at the PMI - EMEA Global Congress. This research explores how one company with globally distributed operations, strive to manage the operations-strategy interface through programme management. The paper focuses on how the organizational context affects the programme configuration and raises a number of propositions as to how programmes can be configured depending on organizational context. The propositions are meant as objects for further research and tentative managerial recommendations.