Too many organizations approve more projects than they can reliably deliver. They need an integrated view of all projects that goes beyond the large scale transformation initiatives to include smaller, often hidden efforts. Then they can better prioritize, manage and commit to a realistic work volume.
486 items found
It’s hardly surprising that project performance remains inconsistent in many organizations, who must undertake a software transformation for their project (and project-related) applications. How should an organization implement this transformation?
How can you optimize project portfolio selection? The key question is how to select a “right” mix of projects aligned with company resources and strategic goals, and maximize portfolio value. The most popular techniques are described and an example illustrates the advantages of optimization modeling as the most effective and accurate technique for portfolio selection.
This article aims to clarify and widen the status quo around value, especially at the enterprise level. It also aims to offer an explanation of value management that goes beyond the notion of value engineering and process-based tools, which seem to “force” an outcome. It introduces a new framework for creating and capturing business value that is integrated and sustainable.
A project portfolio is a collection of components (sub-portfolios, programs, sub-programs, projects and operations) that meet or achieve one or many strategic objectives or initiatives. Here, the author shares seven key steps to design and implement a project portfolio in an organization.
The mechanics of project management are increasingly becoming automated, reducing the need for project managers to complete many tasks that were previously common. Does that mean project managers aren’t needed?
The article addresses how one can learn from and turn perceived project management oversights or snafus into solid PM strengths going forward, if one adopts the appropriate attitude. It is wise to reflect upon one’s project performance at the completion of an assignment to concretely reinforce the positives—but to also make mental notes and take corrective actions to close any obvious competence gaps.
Programs are strange beasts. We know they exist. We recognize they are complex. We acknowledge they take a different approach to manage successfully. And yet, what that different approach looks like is very often misunderstood.
An efficient frame of governance helps to ensure the strategic alignment of the organization with corporate initiatives and their realization. This article analyzes governance around projects with an organizational approach at the strategic level, at the tactical and portfolio level, and at the program and project level.
The most important question that should be asked before a project is approved is rarely considered. That’s an issue we need to address—that we tend to think of projects as solutions to specific problems.