7 items found

PMOs: Delivering Value in an Imperfect World (Japanese Translation)

by Andy Jordan April 19, 2019

一言で言えば、PMOには明確な指示、一連の目標と目的、そしてそれらの目標を達成するための計画があります。 しかし、PMOが完璧な世界に存在することはめったにありません。

Take It Personal: Value-based Culture (Japanese Translation)

by Andy Jordan July 19, 2018

個人がビジネスにもたらす個人的価値に焦点を当てることによって、組織は人々が自分の仕事ほど重要であることを示しています。 この価値に基づく文化は、生産性、士気、コミットメントを向上させますが、スローガンに基づいて構築されるわけではありません。

The Program Management Strategy (Japanese Translation)

by Patti Gilchrist, PMP January 29, 2015

Program management bridges the gap between corporate strategy and projects. But how does it differ from project management? Simply stated, are program managers really just senior project managers? Or is it something more? This article download has been translated into Japanese.

Evolving the PMO: From Project to Program to Portfolio (Japanese Translation)

by Rob Saxon July 28, 2014

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. This article download has been translated into Japanese.

Why PMOs Should Start Measuring Project Performance Now (Japanese Translation)

by Michelle Stronach July 28, 2014

Creating a way to evaluate project performance may not be the first thought when creating a new PMO. But how else can it demonstrate value to the organization? This article download has been translated into Japanese.

From IT to Business-Driven PMO (Japanese Translation)

by Michael Wood July 7, 2014

If an organization is to ever realize the value a PMO can deliver, it needs to think outside the IT PMO box and become a business-driven PMO--one that is driven by the strategic goals and objectives of the organization. When this happens, the impact of projects are more dramatic and the IT components of projects are viewed in the proper context. This article download has been translated into Japanese.

完全なる整合：戦略のゴールに到達するための正しい文化

by Sandra A. Swanson November 11, 2011

プロジェクト・プロフェッショナルは、プロジェクトの些細なことに関して日々、決定の連続に直面しています。典型 的な例として、スケジュール、予算、スコープに集中して取り組んでいます。そのような大変な重圧を抱えており、彼らは時々組織の大きな動き、即ち、その戦略のゴールが見えなくなってしまいます。