How can I track requirements across projects?

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Lite Project Portfolio Management

by Dr. Andrew Makar, DMIT, PMP

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.

Achieving True PMO Value

by Michael Wood

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.

PMO and PMs: Partnership or Opposition?

by Andy Jordan

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.

A How-to Guide for PMO Implementations

by Matthew J. Ferguson, PMP, CSM

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.

Making Project Management Information Systems Agile

by Kevin Aguanno, CSPM (IPMA-B), Cert.APM, PMP, PMI-ACP, CSM, CSP, FPMAC, FAPM

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.

Agile Governance: A Rock and a Hard Place?

by Don Kim

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.

The Perplexity of Complexity

by Ian Whittingham, PMP

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?

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