Project Management
Aerospace and Defense,    Agile,    Benefits Realization,    Requirements Management,    Business Analysis,    Career Development,    Change Management,    Communications Management,    Construction,    Consulting,    Cost Management,    Earned Value Management,    Education,    Energy and Utilities,    Ethics,    Organizational Culture,    Financial Services,    Government,    Healthcare,    Innovation,    Integration Management,    Information Technology,    Leadership,    Lessons Learned,    New Practitioners,    Organizational Project Management,    Outsourcing,    Pharmaceutical,    Using PMI Standards,    PMO,    Portfolio Management,    Procurement Management,    Quality,    Resource Management,    Risk Management,    Scheduling,    Scope Management,    Scrum,    Strategy,    Sustainability,    Stakeholder Management,    Talent Management,    Teams   

Language: All    English    Arabic    French    Japanese    Korean    Portuguese    Romanian    Russian    Spanish   
Access: All    Free    Premium   
Sort By: Newest    Title   
  All   A   B   C   D   E   F   G   H   I   J   K   L   M   N   O   P   Q   R   S   T   U   V   W   X   Y   Z            ¿  

183 items found

Page: 1...... 5 6 7 8 9 10 11 12 13 14 15......19 <prev | next>

OPM3 and the Talent Management Gap

by John Schlichter

Leading companies are renewing their organizations to position themselves for the upturn in the market--and those that use OPM3 have an advantage.

OPM3 Survey Says...

by John Schlichter

Recently we surveyed members of two OPM3 groups and asked them what they thought the generic reasons for using OPM3 may be, and how OPM3 should be used. We also asked them how various stakeholders within an organization may view these questions. Their answers provide interesting food for thought.

OPM3: Assessment and Certification

by John Schlichter

An assessment using PMI’s Organizational Project Management Maturity Model is intended to help organizations develop capabilities in project, program or portfolio management. Find out more about OPM3 assessments--and how you get certified--in this article.

Opportunity Agility

by Bart Gerardi

Agile organizations are always learning from their customers and their products, using them as guides to new ideas and opportunities. They also bring an agile mindset to selecting and executing the ideas they pursue, making advances iteratively through a continuous cycle of different initiatives at different stages.

Opportunity Analysis

by Joan Hyland

The goal of Potential Opportunity Analysis is to enhance the success of your project. It involves the same type of detailed planning as risk management.

Opportunity for Alignment

by Michael Wood

Annual IT planning doesn't have to be just another business-related hoop to jump through. Think of it as a great opportunity to get your IT department in line with organizational business goals and objectives. Here's how to seize that opportunity.

Opportunity Knocking

by Kathleen Ryan O'Connor

The massive stimulus package has the project portfolio management community thinking big, with leading PPM software providers poised for their own economic bump as they demonstrate how their solutions can maximize taxpayer dollars.

Opportunity Knocks

by James Dawson

Imagine the effect of converting every project participant into a potential problem solver. When you empower people to take action and make change, the results can be astonishing. Here is a process for creating a culture that encourages problem solving at all levels, turning 'issues' into business opportunities.

Opportunity Matrix Reloaded

by Jeff Schwartz

Meet the Opportunity Matrix, the tool that provides the bridge between the business objectives of the organization and the IT programs required to help achieve them. It is also where high value opportunities are identified and qualified. In short, the Opportunity Matrix provides the basis for both short- and long-term IT planning and portfolio management, and is a key tool for successful IT managers.

Optimizing Project Costs While Maintaining Scope

by Josephine Rando

Often, if the planned costs do not meet project budget, the project manager will change the scope or finish date of the project to meet the budget constraints. Occasionally, however, it is possible for the project manager and the project team to develop creative means by which to adhere to the budget and still meet the project timeline and implement the original scope. This article is based on an actual project from a Fortune 500 company that was launched successfully in 2009. The project underwent major budget reductions while its original scope and time schedule were preserved. This article describes a broad set of project management activities that the project team managed throughout the project life cycle while reducing overall project costs and maintaining the integrity of the project.


Page: 1...... 5 6 7 8 9 10 11 12 13 14 15......19 <prev | next>


"I don't like work - no man does - but I like what is in the work - the chance to find yourself."

- Joseph Conrad