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14 items found

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The Agile PMO: 3 Core Functions

by Elizabeth Harrin

With more businesses having both predictive and iterative projects on the go, PMOs need to flex their core functions to support agile ways of working. Here are three areas for PMOs to focus on when supporting multiple delivery methods.

The Benefits Test Case

by Arpad Feraji

If you are serious about projects delivering value to the business, make sure your test plan is validated against the business case.

The Business Case, Product and Process

by Klaus Nielsen, MBA, PMI-ACP, PMI-RMP, PMI-PBA, PMP

We all recognize the importance of benefits realization management. But benefits are identified and derived from the business case. Without a realistic business case, benefits realization management is hardly worth the effort. A development process based upon an iterative model and the use of best practices can increase the quality and trustworthiness of the business case.

The Coming Irrelevance of On Time, On Scope, On Budget

by Andy Jordan

Everything that you thought you knew will soon be wrong. Are you prepared for that? Project managers rarely give benefits a second thought. This needs to change, and in the near future it will change with an increasing focus on project management that prioritizes business benefits over arbitrary constraint compliance.

The Importance of Benefits Realization Management

by Syed Moize

Planning benefits before you start is key to ensuring that you realize them once the project is completed. In this article, the author highlights the importance of benefits realization management for realizing project benefits.

The Importance of 'Why'

by Andy Jordan

Project managers and teams ask many questions during the execution of a project, but very few of those questions begin with “why.” Why is that (!)? Because when it comes to benefits, it’s one of the most important questions.

The PMO…Santa Style

by Andy Jordan

It’s a little known fact that Santa Claus runs one of the largest PMOs at the North Pole. Here’s some insight into how it operates.

The Secret of (Defining) Success

by PM Network Staff

Defining project success seems simple--achieve the triple constraint and then a project is successful. Or is it? This article features a principal customer engineer for a semiconductor foundry and a university deputy director discussing how to measure success on projects.

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?

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