Project Management
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22 items found

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Baby PMO Blues

by Mark Mullaly, Ph.D., PMP

Congratulations! Your proposal has been accepted, and you are now responsible for the implementation of a bouncing baby PMO. So now that you've got approval...what's next?

Bad Business?

by Mark Mullaly, Ph.D., PMP

Business cases aren't really bad. They're just written that way. The business case is one of the most common tools used to justify proceeding forward with a project. While it is theoretically the basis for objectively evaluating an investment decision, it is all too often used as a means of justification more than it is examination and exploration. Are you guilty of this sin?

Battling Misconceptions About PMOs

by Umme Tameem Qazi

Every PMO comes into existence with a specific purpose tied to two aspects: an organization's strategic foresight, and resolving problems plaguing successful delivery of outcomes. This article attempts to straighten the skewed perception of the PMO's role and address some of the so-called "stigmas" persecuting it.

Benefits Realization and the PMO

by Andy Jordan

Benefits realization occurs once the project is complete, and so there is limited PM accountability. But what about the PMO? Does it have a role to play in ensuring benefits realization occurs effectively?

Best-Practice PMOs


A new study of successful project management offices details how Dell Services, IBM and others manage projects for maximum value, identifying 14 best practices including significant investments in PM training and an intergrated approach to resource forecasting and loading.

Beyond Cost-Cutting

by Jeannette Cabanis-Brewin

The pressure has never been greater to drive efficiency and contain costs, yet, in the words of Tom Peters, “You can’t shrink your way to greatness.” So wise companies use any business contraction to prepare for growth. They also realize that the kind of growth available to companies emerging from recession is not based on old business processes and models, but on innovation.

Big Blue PMO

by Janis Rizzuto

Supporting more than 26,000 project managers worldwide, IBM’s project management office has quantified its value over the years, including a 25 percent drop in troubled projects. Global mentoring and knowledge-sharing programs have helped “personalize” its huge PM community, putting people skills above formulaic processes and spreading best practices. Developing responsiveness and handling increasing complexity are the next challenges.

Big Data: Is it a Big Deal for PMOs?

by Patti Gilchrist, PMP

Big Data has become a hot topic these days. In fact, some are calling it “sexy”. So what does this all mean? Even more importantly, will this emerging trend have an impact on the PMO and its role in the organization?

Bimodal Best Practices


Bimodal IT project portfolios, which balance efficiency and accuracy with agility and speed, require outcome-centered approaches. Gartner has identified three best practices to enable PMOs to better manage any type of IT project or program within the portfolio.

Blurry Vision?

by Brad Egeland

Is a project "vision statement" necessary? Let’s look at some of the perceived advantages of having a documented vision statement in place at the beginning of the project engagement to find out.


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