Organizations need visibility in six key areas in order to successfully manage their initiatives — forecasting, collaboration, risk and opportunity management, project portfolio management, change management and actionable information. The right software can help, reducing surprises and enabling predictability to deliver better results.
For most IT investments, business cases are either missing or unbelievable. In the first of a series of articles, John Finneran explains what has gone wrong and outlines how to fix the business case.
Doing more with less people, less tools and less funding has become the norm--and 2012 doesn’t look to be much different. How can you continue to service a growing backlog of project requests in the face of static or shrinking budgets and a dwindling pool of project professionals? Believe it or not, there are things that can be done and ways to keep progress moving forward. Here are 10 tips you might find useful.
With the ever increasing use of technology, how are processes impacted? Our writer feels that technology should be an overlay to the process work--we should start with a solid process and then look for ways that technology could make life easier in the execution of the process. But a colleague doesn't agree...
If quality and process management are all Greek to you, here's a method to clear things up.
Spending decisions in a PMO can foster or impede the organization. The process is volatile by the nature of its political implications. To allocate budget and resources in a smart way—and to achieve organizational goals—a measurable approach needs to take the following dimensions into consideration…
Building a resource proposal using the resource management model doesn’t guarantee resources will be added to your project. But it does provide quantifiable evidence that justifies the resource request...and may provide the cure for your project’s headcount headache.
Call it application sprawl, application bloat or whatever you like, most companies that rely on applications could use a good old-fashioned spring cleaning to reassess and determine which apps in a company’s portfolio provide unequivocal value and which should make a polite exit.
As strategic, portfolio management-focused PMOs grow in popularity, a number of organizations are facing the challenge of growing those PMO staffing models. How should those PMOs grow to be most effective?
A Gartner research director’s critique of the Project Management Institute’s recently released portfolio and program management standards engages practitioners, vendors and consultants.
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