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Executive-Execution Disconnect

by ProjectsAtWork

A recent global study on the state of business analysis shows organizations are missing key internal competencies that could enhance productivity and profitability. As a result, organizational objectives are often disconnected from those responsible for execution.

Proving the PMO

by Michael O'Brochta, PMI-ACP, PMP Curt Finch

Many companies struggle with justifying the need to maintain a project management office after it is established. But the onus is on the PMO itself. Here are five key performance indicators that PMOs should use to measure effectiveness and ensure alignment with the needs of the organization.

Are We Making Progress?

by Glen Alleman

In the concluding installment of our “5 Questions PMs Must Ask” series, we explore the fifth and final question: how do we know we are making progress? The answer requires measures of effectiveness and performance stated in tangible units that are meaningful to all stakeholders.

The Customer Comes First

by Andy Jordan

Whether internal or external, the customer is going to be the single most important stakeholder on your project, so it is imperative that you establish a set of guidelines for working with them based on variables that include their seniority, technical understanding, and level of engagement.

Silo Busting

podCast

Operational silos are a huge barrier to program management success. In this podcast, Deltek’s Jason Kinder discusses how an integrated PM approach can break those silos down and bring together people, processes and tools to improve six keys areas: forecast accuracy; collaboration; risk and opportunity management; PPM; change management; and actionable information. [6:08]

Spin-Free Velocity

by Jim Elvidge

Velocity measures an agile team’s ability to execute, but it often gets misinterpreted or manipulated, which leads to hopeful hunches or downright bad decisions. Because a team's most recent sprint is most indicative of future performance, there's a way to calculate velocity that generates estimates you can use with confidence.

The Fog of Earned Value

by Vincent McGevna

Many project managers stop thinking about earned value the day after their PMP exam, but that’s unfortunate because it can be helpful in understanding progress and refining estimates. Here is a fog-free explanation of earned value that might help you apply the technique on your next project.

Help Stakeholders Help You

by Andy Jordan

Working with stakeholders can be one of the biggest challenges for a project manager, but most of the problems are rooted in a failure to communicate. Here are some rules for engagement that can establish the foundation for a more productive relationship.

Do We Have Enough to Get There?

by Glen Alleman

A Performance Measurement Baseline can be used to determine if you have everything you need to complete your project, including money, time and resources. Here is an overview of what it looks like, along with some key related activities and desired outcomes to strengthen its credibility.

Who Before What

by Matthew J. Ferguson

In many organizations, process comes before people, and function over feasibility. No wonder people resist. And all the change management in the world won’t help if the stakeholder community lacks the skills to execute a new process. Here is guidance on putting people at the forefront of your process design efforts.

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