With a big, dispersed company, coordinating projects in a way that allows for independence while maintaining standards can pose a particularly tough challenge. Fortunately, program management--or, in this case, program monitoring--can take that challenge--and win.
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Here's the golden rule of making your PMO work: Say what you mean; mean what you say.
Sooner or later, all of your planning is going to get put into action, and reviews are an inevitability. Ready or not, here it comes.
How can you keep business requirements (read: political issues) from bringing the technical side of your project to a halt? Build a well-defined architectural approach.
Moving from project manager to program manager may not be as easy as it seems. Being a program manager means being an executive, and that's a whole new outlook for many PMs.
If you want to turn your business toward your customers, do it right and save a lot of time and frustration. Program Management is an invaluable part of a successful CRM initiative.
What's it worth to get a step-by-step guide to setting up at PMO? Some think it's worth a huge chunk of change. Here's one free for the asking.
So, who is the right person or group to decide requirements during systems development? Sounds like an easy question, but to get to the real answer, you need to look at your overall business strategy and the IT/Business relationship. The bottom line: This isn't for amateurs, and for goodness' sake, don't try this at home.
You won't find many organizations without structured functions for Information Systems, Human Resources, Marketing and Sales, Procurement, etc. Yet, for many companies, there is one vastly important function that has been declared exempt from this rule. That is project management.
Risk management is an essential part of project portfolio management. Read why here.