Project Management
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432 items found

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Delivering Sustainable Value to Stakeholders

by Michael Wood

Shouldn’t the real focus of an enterprise be to deliver sustainable value to its stakeholders? How does a strategy that incorporates sustainability’s "triple bottom line" manifest itself in the way an enterprise delivers value to all of its stakeholders?

Delivering the Goods

by Craig Curran-Morton

While you are rarely in a position to make the strategic or operational decisions for the organization, your intelligence can support these key decisions. That is the real benefit of a good business intelligence group, and the following four things can go a long way in helping you successfully deliver your message--and ensure action is taken.

Delivery Maturity in RPA

by Gaurav Dhooper

Delivery maturity is a measure that allows a team or organization to evaluate its processes and methods against a clearly defined benchmark—and the robotic process automation (RPA) development life cycle is no different from the standard project development life cycle.

Delivery, Delivery, Delivery...

by Vijay Sankaran

BI failures are all too common. Here are a few wise sayings to keep in mind to help you deliver more successful BI projects.

Dell Wins PMO of the Year

by ProjectsAtWork

With an unprecedented 96 percent project success rate, Dell Services’ Healthcare and Life Sciences team wins the 2011 Project Management Office of the Year award.

Demand Management for a Franchisee IT Support Organization

by David Scarola

An important topic not often talked about in the project management community is how to deliver solutions your customers actually want. But, what if your customers are not actually your customers? This paper describes a model for IT governance in a franchise organization. The outputs of the process outlined in this document are key inputs into the Initiating Process Group as described in the PMBOK® Guide.

Demand Management: Connecting PM with ITSM

by Cihan Karakus

In this article, the author describes how to connect and harmoniously execute two management domains--project management and information technology service management--by giving a sample categorization of demands for IT organizations.

Deming Point #7: Leadership for a Change

by Tom Keenze

If you've been paying attention, you know that the success of CRM depends on changing the culture of your organization. The only way to do that is through effective leadership--no easy accomplishment. Figure out what it means to be a leader, and then choose the style that works for you and your team.


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