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.
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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.
Managing data to reap the benefits of high-performance business intelligence means having to store more data than most systems can handle. That's where SANs come in, and it's why you need to know about this next trend in storage as part of your BI process.
Microsoft Project remains the de facto leader in desktop project management software, but several alternative solutions are winning over fans, emphasizing their flexible, user-friendly features for planning, estimating, executing and collaborating. Here is a closer look at three such offerings: Clarizen, LiquidPlanner and Viewpath.
많은 민첩한 변환이 실패합니다. 그것은 노력이 부족하기 때문에가 아니라 조직이보다 민첩한 사고 방식에 필요한 급진적 인 변화를 과소 평가하기 때문입니다.
We've talked about the primary and support processes in the portfolio management model. The organization layer describes the common language, definitions, metrics, measurements and approaches to integrating the primary and support processes.
At its core, Organizational Agility is about strategic responsiveness and functional flexibility. Companies that master it — that embrace rapid change as a source of energy and innovation — will thrive while others stagnate. Here is an introduction to the concept, including the driving forces behind it and the characteristics that define it.
In order to manage innovation to meet global challenges, organizations should implement an approach that joins together the management of individual projects, integrates them to the organizational project perspective for delivery and governance, and aligns them to the organizational strategy.
Organizational change is first mental, then we can change strategy and start doing things differently. So, business transformation is about changing minds and then actions. Yet, what do we really know about changing minds?
As organizations grow older, agility tends to wane. They become more set in their ways. Breakthrough thinking gives way to embracing routine endeavors. Reaction times slow. Maintaining the status quo becomes common. It doesn’t have to be that way.