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64 items found

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Best Practices in BRM (Part 6): Set Benefits Owners Up For Success

by Michelle MacAdam

The final article in our series addresses setting benefits owners up for success. This is essential because the only value derived from a project comes post-implementation, and the busy people responsible for sustaining the benefits need clear roles and simple procedures. Putting that together allows a last chance to resolve any remaining hiccups.

Why and How You Cancel Projects

by Phil Doyle

Unfortunately, not all projects successfully deliver what they set out to achieve. The harsh reality is that some projects end up being cancelled. In this article, the author explores why some projects should be cancelled, identifying two main categories of cancellation—and how they should be handled.

Topic Teasers Vol. 105: Strategic Analysis for Typical and Non-Typical Projects

by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA

Question: With the new emphasis on strategic and business skills for project managers, I know I should do some more concrete analysis of project success. But the projects I do are non-typical, and the “success” is more difficult to measure than number of units sold or even the profit margin. How can I calculate value in a more intangible environment?

7 Steps to Selling Your Vision

by Carleton Chinner

A new program can be a confusing time for your team and stakeholders. What’s the program all about? How will we know that we have delivered? At this stage, the end goal may be as little as a vaguely defined strategic intention. Here are seven ways to make sure your program vision sticks.

Best Practices in BRM (Part 5): Create Benefits Realization Strategies

by Michelle MacAdam

This is the fifth of six articles on best practices in benefits realization management and its integration into project governance. Here we address creating benefits realization strategies. This helps ensure clarity around post-implementation roles, engages impacted functions by involving them in determining monitoring strategies, and facilitates post-implementation monitoring and review processes.

Program Management as a Formidable Weapon

by Paul Baumgartner, PMP

When program management is born in a business, circumstances are seldom ideal . Yet when it occurs, businesses realize that program management's many benefits are just what is needed to fight the competition.

Best Practices in BRM (Part 3): Justify Funding on Strategic Value

by Michelle MacAdam

This is the third of six articles on best practices in benefits realization management and its integration into project governance. Here we address justifying project funding and resourcing on strategic value. This helps organizations demonstrate accountability, shows that the executive leadership team is walking its talk, and keeps the focus on initiatives that offer the greatest value.

Best Practices in BRM (Part 2): Relate Deliverables Directly to Strategy

by Michelle MacAdam

This is the second of six articles on best practices in benefits realization management and its integration into project governance. In the BRM discipline, projects and programs are aligned with strategic objectives to generate verifiable value. This happens through three stages: benefits identification, benefits realization and benefits sustainment.

RPA Ruminations

by Devika Shanker

In order to maintain and increase efficiency from operations, it’s critical that mature financial services organizations drive transformational change through innovation. This article shares a few key themes that need to be addressed before, during and after the implementation of a robotics process automation initiative in a financial services setting.

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