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Why do so many companies fail at software development projects? They haven’t built a foundation of process, people and tools to accurately plan and estimate. An Estimation Center of Excellence is a great starting point to bring these components together and maximize their benefits.
When it comes to project resource management, many organizations take the path of least resistance—doing what is easy over what is effective. But organizational PM must require an organizational resource pool, right?
The most challenging aspect of operational project management are the strategic initiatives that are all too commonly associated with this type of management plan and program. After 25 years of hands-on program and project management experience, this PM shares the three major forms of resistance that he has encountered the most.
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.
The deal extends Planview's presence into the mid-market for work and resource management solutions, and creates a $180 million company with more than 3,000 customers and 700 employees.
Organizations often talk of project management failure and put us in a vicious cycle of cause/effect analysis loops. The problem is that we look for the cause of project management failure where the light is--and not in the dark spot where the true issue is. This three-part series helps to uncover some key underlying and recurring sources of confusion within organizations. Part 1 looked at decision-making dilution; Part 2 explored methodological and structural confusion. We now turn our attention to leadership pollution and conclude our series.
As portfolio management becomes an increasingly important organizational approach to project delivery, new risk management skills are required. Here we look specifically at the role risk plays in project selection and portfolio definition.
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.
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?
Business leaders lack confidence in their ability to navigate digital transformation, according to a new global survey. Barriers to building an Agile organization include disconnect between project managers and executives, lack of transparency, poor communication, and overreliance on spreadsheets.
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A mind once stretched by a new idea never regains its original dimensions. - Anonymous |
