Portfolio management is an area that more and more PMOs are looking to become engaged in. As organizations look to improve project execution and alignment, what role does the PMO play in managing project data?
While a premium used to be placed on proactive project forecasting, budgeting and resourcing, there’s now an even more highly prized measure of successful project management--being predictive. Read how making the shift from reactive to predictive can help your cause.
It is no longer a question of if organizations should embrace mobility, but when. Mobile solutions offer project, program and portfolio managers unprecedented access to essential information that has a direct impact on high-stakes decision-making and communication. Those who overcome resistance and address concerns will lead the pack in innovation, opportunity and growth.
CA Technologies and VersionOne have partnered on a solution that integrates Agile and waterfall project management, providing visibility across all development initiatives and enabling improved business-level decision making.
Sometimes, the definition of the “P” in PMO is elusive. To effectively build, maintain and evolve a PMO, however, we have to be very clear about what this letter means. Approaching the definition with specific goals in mind can help us to put together a world-class organization.
The ability to adapt quickly to meet any opportunity or challenge is the name of the game in highly regulated industries such as healthcare. BioBridge Global turned to its project management office and a flexible PPM solution to increase the speed and efficiency of critical projects while reducing costs and improving patient outcomes.
How does a company get the best return from the money it spends on projects? It’s a question that very many executives would like to know the answer to. Helping to find an answer to that question is one of the more important goals of Project Portfolio Management.
The portfolio is the cornerstone of applied organizational risk management, but it is also where there is less day-to-day focus so risks can slip through the cracks. In response, we must identify risk owners at the portfolio level and connect project activities with business concerns such as idea-generation and benefits realization.
Despite their high failure rate, PMOs have the potential to deliver numerous benefits to the enterprise. Unfortunately, many PMOs fail. So what can executive leadership do to ensure success?
Projects are becoming more strategic, why isn’t project leadership? The argument for the CPO is becoming stronger and stronger, so let's consider the case for an executive responsible for project execution.