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.
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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.
Firmly established as a distinct discipline that can deliver real value and benefits to companies, both in the short-term and for the long haul, project portfolio management enters 2009 with momentum. But many challenges and changes are on the horizon. Here, a leading PPM analyst shares his thoughts and predictions.
You may have brilliant marketing and branding methodologies, but it is through the projects you pick, how you deliver them and the strategies you use to deploy them that you are defined.
The key challenge to organizational PM is that companies tend to view projects in isolation by ignoring the obvious (and sometimes not-so-obvious) linkages. Here we present a list of essential factors to ensure the organization can begin to not just benefit from the discipline of project management, but be able to maximize the benefits that organizational PM can provide.
Organizations are expected to deliver more and more with less and less, and that has in part led to the growth of organizational project management. But in this writer's experience, organizations have not been able to define what a successful OPM model looks like. How do you maximize the return on Organizational PM?
The massive stimulus package has the project portfolio management community thinking big, with leading PPM software providers poised for their own economic bump as they demonstrate how their solutions can maximize taxpayer dollars.
Meet the Opportunity Matrix, the tool that provides the bridge between the business objectives of the organization and the IT programs required to help achieve them. It is also where high value opportunities are identified and qualified. In short, the Opportunity Matrix provides the basis for both short- and long-term IT planning and portfolio management, and is a key tool for successful IT managers.