For one of the world's largest retailers, measuring and improving performance is a top-down affair.
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You think you can justify that? Some organizations conduct an objective and formal analysis of their project opportunities, appropriately evaluate and prioritize them against objective criteria and make reasoned choices based upon independent assessment. There just aren’t many of them. Here, we’ll explore what does happen, and why. We’ll evaluate some alternatives and considerations in approaching project justification and talk about some of the changes that can lead to organizations making better decisions.
Innovation happens during private "head-slapping" moments and "what-if" discussions. Companies that want to capture spontaneous idea-generation, and empower the people who can leverage those ideas as projects, are increasingly using portfolio management tools and techniques.
As organization’s implement a portfolio management process, portfolio managers are encouraged to review this model to ensure the primary processes are supported with support processes and include both organizational context and IT architectures.
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.
Organizations have relatively little understanding of the ROI from training. In order to help organizations maximize their training spend, this writer has put together a list of best practices that will help ensure that training programs are getting the best bang for the buck.
The lack of consciously managed alignment between PMOs can create inefficiencies and friction. It is now time for organizations to implement a comprehensive PMO strategy that manages an integrated ecosystem of PMOs rather than tolerates multiple independent PMO structures.
The role of the project manager is evolving in organizations that embrace portfolio management. The ‘new’ PM will be expected to understand, protect and serve strategic goals that go beyond their own initiatives. That will require business acumen and comfortability with change, among other skills.
Like a pea in your mashed potatoes, projects can be added to you portfolio that have no business being there. Worse yet, they could throw your portfolio's risks and returns out of balance. Here are some ideas on what to do when one of these comes along.
The economic downturn forced one company to revisit its entire portfolio. Here we take a look at the drivers behind a portfolio reengineering.