Evaluation of project manager performance after completion can be a challenging part of any project. Use of objective criteria to measure project complexity should supplement evaluation of scope-time-budget performance and subjective factors. The author provides a comparison matrix, designed for a banking environment, that can be applied to any area of project management. The comparison matrix can also be published to the team, to compare performance with colleagues and for self-evaluation.
The Gartner Program & Portfolio Management Summit is generally regarded as one of the premier events for project management professionals. This year, many of the event’s attendees were actively taking steps toward embracing the changes that Gartner continues to warn us will one day rock our worlds. One attendee explores his experience.
Technical competency is not enough in a complex, competitive global marketplace. Project and program managers need leadership and business intelligence skills that support the strategic objectives of their organizations, says Nicholas Errico, author of a field guide that presents a fresh perspective to delivering value.
Opening a project office takes a great deal of planning. Pay close attention to detail to keep both your budget and schedule on track--and to create an effective office. This story will give you some helpful tips on avoiding the office blues.
Everyone is quick to damn corporations for outsourcing jobs overseas. Without a doubt, many people in IT and other segments of the economy are concerned about the flow of jobs overseas. What's interesting is that they overlook the causality associated with this movement.
Working closely with Bell Canada business units to deliver a complete communication network at the 2010 Winter Olympics, project manager Richard Brodowski established an “enabling, not inhibiting” approach that allowed his team to quickly learn from mistakes and make decision at the ground level, continuously moving the project forward.
Olympic-sized projects mean more potential communication problems with stakeholders who control workers in your project. Adopting a combination of routine and targeted tactics can keep the project humming.
How do the business functions of project, program and portfolio management bring about change within organizations? In Part 1, where we establish context, the author looks at two examples when he asks why some succeed where others don’t.
How do the business functions of project, program and portfolio management bring about change within organizations? In Part 2, we focus on our roles in an ever-changing organizational landscape.
Let’s face it: In the project/program/portfolio management world, delivering real value seems to be the most elusive aspect of any PMO. And because of this, the PMO seems to be one of the first places organizational leaders look to “right-size” or “optimize,” reducing the impact and potential value PMOs might generate for their organizations.
