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22 items found

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Baby Steps

by Craig Curran-Morton

Why has Project Portfolio Management struggled to be adopted in organizations? While part of the problem lies with the vendor overselling the product, the bulk of the issue stems from our collective failure to educate ourselves on PPM--and understand how we should adopt it.

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?

Balancing Act - Managing Project Portfolios

by Michael Wood

CIOs can't catch a break when it comes to managing costs, resources and time contraints across multiple projects. Here are seven tips to keeping all the plates spinning and all the stakeholders smiling.

Balancing Projects and Applications

by Derek Stevens

To achieve meaningful portfolio management benefits, both application and project portfolios should be considered.

Balancing the Portfolio

by Tom Mochal

Some organizations spend too much money on internal projects and fail to drive revenue; some play it safe with too many low-risk, low-reward projects; and others focus mainly on strategic projects, neglecting short-term tactical needs. The use of balance points can better optimize the portfolio.

Be Selective

by Derek Stevens

With IT budgets level or even shrinking, it is more vital than ever to ensure that IT staff is working on the most valuable project at any given time. Properly managing demand for IT services relative to capacity enables IT organizations to deliver what’s promised, when it’s promised, enhancing their credibility with business executives and users.

Benefits For All

by Pat Durbin and Terry Doerscher

Does your organization have a clear, consistent process for evaluating new ideas and assessing expected benefits before moving forward with projects? Most important, is the process a true team effort? In this excerpt, the authors present best practices and 8 key questions for validating benefits based on resources, risks and consensus.

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?

Better Business

by Hans Robbers

How often do you see your project scope changed and new requirements emerge? All of a sudden your project is off track, off budget and apparently out of control. This article offers you a means to have a more tight scope and release control by finding the right balance between your project's external and internal stakeholders.

Better Visibility in Tacoma

by Kathleen Ryan O'Connor

How project portfolio management transformed the way the city of Tacoma delivers goods and services to its 200,000 residents.

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