As the New Year approaches, it is a hectic period of work completion and initiation for many organizations. But strategic planning and project delivery should be a continuous, ongoing process based on specific customer needs and market realities, not a calendar on the wall.
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No matter how well a person or company is vertically entrenched in their specific field, most lack consistent knowledge and experience across the board in all aspects of the real estate industry. That is why best practices for project, program and portfolio management are the perfect cornerstone to support successful operations.
Portfolio modeling is an important stage in strategic planning. Yet it’s rarely done well, widely misunderstood, and frequently ignored. Let's take a look at the modeling process, important factors to consider, and potential benefits.
Artificial intelligence is not far from becoming a mainstream part of how businesses operate. That’s going to be disruptive, and project management may be impacted more than most areas—and not in the way many of us fear.
Design thinking is a systematic approach to problem solving centered on customers and the capability to create a better future for them. In the portfolio management context, design thinking is applied to the design of business prototypes or corporate strategies and promotes innovation.
당신은 이미 프로젝트 관리 소프트웨어를 알고 있고 사용하고 있습니다. 위험 관리 또는 포트폴리오 관리를 추적하기위한 전문 소프트웨어로 확장했습니다. 예산, 자원을 추적하고 복잡한 Gantt 차트를 작성하는 소프트웨어가 있습니다. 그것들은 모두 정말로 좋고 도움이됩니다. 하지만 거기에있는 다른 모든 기술 도구는 어떨까요?
What one topic at the Gartner PPM Summit did virtually everyone seem to have an opinion on? How PPM professionals should deal with agile and other non-traditional approaches to managing work.
With so many different types and levels of tools available to project managers today, how do you decide which tools to use and who needs to interact with them?
Too many organizations approve more projects than they can reliably deliver. They need an integrated view of all projects that goes beyond the large scale transformation initiatives to include smaller, often hidden efforts. Then they can better prioritize, manage and commit to a realistic work volume.
It’s hardly surprising that project performance remains inconsistent in many organizations, who must undertake a software transformation for their project (and project-related) applications. How should an organization implement this transformation?