In this edition of my occasional Ask the Experts feature, I talk to Eric Winquist, CEO of Jama Software, about how to avoid duplicating work and how reusing requirements can save companies time and mo ...
How can I track requirements across projects?
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Situation: You Have a Need (perhaps an ITSM push?) for Highly Integrated Change Management.MKS Integrity helps you manage software development at every level of the process, even giving you a portfoli ...
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.
Want your PMO to survive the current 50% rate of failure? Want the value your PMO delivers to be self-evident? Then align it with the organization’s strategies, goals and objectives--and become an integral part of the planning process.
How is the relationship between your PMO and PMs--as good as it can be? The PMO has responsibility to ensure that projects are managed in accordance with policies and process, but they shouldn’t be perceived as opposition to the PMs.
As organizations look to improve their performance, they often consider establishing a Project Management Office. The idea of creating a PMO is one thing; the actual implementation of it is entirely another. Taking a step-by-step approach and following some critical guidelines will help ensure your PMO’s chances for success.
When one PM was asked to list the key requirements for a PMIS that would enable it to better support project and organizational effectiveness, he thought about past project, portfolio and program management experiences. The result? A “dream list” of features for a PMIS to support large, traditionally managed projects...a list that was surprisingly agile.
Situation: You want to understand how organizational influences impact your work. A project starts as an idea. That idea turns into something more concrete, then goes through cycles of chan ...
Combining agile and governance seems, at first glance, to imply boxing people in from each perspective and forcing them to chose an option that is neither fully agreeable to each. But this combination is in the best interest of both camps; learn some practical approaches to make it work.
While there is no single complexity indicator, complexity creates effects that ripple through a project in perceptible ways, of which the most common is ambiguity. How do we recognize that complexity might be present in a project we are working on? How does complexity manifest itself in a project that has many moving parts, and what do you need to know?