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20 items found

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I Know One When I See One...

by Paul Harder

The most important part of project portfolio management is selecting the right set of portfolios to manage. The portfolios a company chooses define the work they do, the products they make and the direction they are taking in the marketplace. In this article, we will define what a project portfolio really is and how to establish one in a company.

Ideas into Plans

by Andy Jordan

Some organizations try to streamline the process of developing business cases and end up missing great opportunities. But turning ideas into realistic, executable plans should, in fact, be a complex journey, from screening to rationalization to approval. Here are essential steps to make the time and effort worthwhile.

Implementing PPM: Value and Vision

by Derek Stevens

When implementing a portfolio management system, leaders must create both a vision and a value proposition for the accompanying changes, describing how these changes, whether environmental or structural, will integrate with the overall strategic planning and management cycles.

Implementing Strategy: What Projects Should Be All About

by Michael Wood

Too many organizations don’t connect the dots between strategy and the need for the organization to pursue an informed, aligned and enlightened approach to the implementing of those strategies.

Improve Maturity with a Community of Practice

by Andrew Makar, PMP

One approach to improve project management maturity is through a project management community of practice, an informal group of PM practitioners who share advice, tips, techniques, lessons learned and promote relevant topics in the project and program management domain.

Informed Uncertainty

by Karen Klein

On new development projects, uncertainty harbors opportunity. The challenge in evaluating each opportunity’s potential value is to replace vague assumptions with informed, quantifiable probabilities. Project portfolio management tools and techniques can help.

Insights from a High-Performance PMO

by Bruce Harpham

Low client satisfaction scores. Inadequate project success. Internal coordination problems. Such problems can be found in many organizations. However, how many organizations find ways to deliver significant improvement in all three areas?

Intelligent Project Management: Adopting a 'Program Mindset'

by Nic Horn, Mark Seymour

Establishing a “program approach” allows leadership to control performance across multiple projects to achieve maximum efficiency and ensure alignment to strategic goals. The “Intelligent Project Management” model (iPM) provides a fully integrated approach utilizing smart controls, greater visibility of performance data and ensuring people have the right capabilities to support delivery.

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You may have to fight a battle more than once to win it.

- Margaret Thatcher