Project leaders need to know where to focus their attention and teams at all times or they risk higher costs, missed deadlines and unhappy stakeholders. Ruthless prioritization keeps the things that would be nice to do from getting in the way of the work that matters most.
Project and Product management are two disciplines that are well-developed in their application and practice. Both are crucial and required in the development of products and services in business and industry .While there are plenty of similarities between the two there are diﬀerences too in terms of content, emphasis and approach. This talk will discuss and deliberate on the following aspects about the two disciplines. ● The two disciplines, should they be practiced in combination or separately? ● Overview of Standards and Certiﬁcation in both. ● Learnings and sharing of best practices between the two disciplines. ● A Look into the future, how is it expected to shape up?
Our next Center Stage podcast club brings together two of our most popular and provocative Center Stage leaders – Dr. Nancy Dixon and Dr. Madelyn Blair on building resilience and establishing deep learning when we are engaged in dialogue and trust. They will join PMI member and volunteer Tammy Ashraf, our Podcast Club moderator, for a provocative discussion.
Earned Value Management (EVM) is essential to project success. It is used extensively in the Department of Defense (DOD) and construction industries but not in the IT industry. This webinar focuses on applying EVM to large IT projects. It will present: a brief overview of the EVM fundamentals; why EVM is not used on large IT projects; how to create a baseline for the project; what a rolling wave is and how to use it; and the benefits of using EVM on large IT projects.
This session will discuss the use of Agile Techniques in implementing Organizational Change Management. This presentation will be focused exclusively on Organizational Change Management using the Disciplined Agile process-decision toolkit to realize the benefits.
The Proven and Practical Project Manager Toolkit: Information Mapping, Results Chains, and Benefits Register
Every project manager should have a proven, practical, and powerful toolkit – of skills, techniques, processes, procedures, tools, and templates – to help a project or program's success. The toolkit should be proven (it works), practical (efficient and adaptable), and powerful (big impact). This webinar focuses on three proven, practical, and powerful tools: Information Mapping, Results Chains, and Benefits Registers.
This blog will look at the practice of benefits realization and how it applies to both Program Management and the overall Portfolio, Program, Project Methodology (as well as Business Analysis and Organizational Change Management)
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This spreadsheet is used to calculate and compare the TCO (total cost of ownership) and CBA (cost benefit analysis) of multiple alternative solutions. This includes costs and benefits for not only the implementation, but also for additional years of maintenance.
이 템플릿은 특정 추적 활동 및 측정에 대한 비즈니스 사례를 묶는 것을 목표로합니다. 모든 프로젝트가 객관적 조치를 취하는 것은 아니지만 모든 이니셔티브에 대해 그러한 형태의 이익 실현을 무시하는 것은 허용되지 않습니다. 이 계획은 비즈니스 사례와 동시에 완료되어야하며 여기에서 확인 된 측정 된 총 이익은 비즈니스 사례에서 이루어진 약속과 일치해야합니다.
The goal of this business case template is twofold: Clearly explain the project benefit to decision makers; and provide traceable, measurable and consistent data for benefit realization analysis after project implementation. This template has annotated instructions in blue to explain the intent or recommended use of the information. Organizations can adapt the template to their unique structure.
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A robust Benefits Realization Management (BRM) focus starts with crafting benefits statements that speak to why project-based results are needed. This article suggests ways of constructing useful statements and provides a framework for you to engage benefit statements in a thoughtful way in your business setting.
With more businesses having both predictive and iterative projects on the go, PMOs need to flex their core functions to support agile ways of working. Here are three areas for PMOs to focus on when supporting multiple delivery methods.
We all know that agile is about delivering valuable solutions to customers, but is that actually happening in your organization? Do you even know the answer to that question?
As project managers, we know that quality is one of the factors we have to manage in a project. But what does that mean? You likely have an answer, but it’s probably incomplete or inaccurate. That’s not your fault; it’s the way projects are structured and executed today.
For 2019, the expectation of the CEO and their leadership team will be that the CIO demonstrates decisive leadership, momentum and innovation that drive value to both the top and bottom lines.
BRM practices are not clearly understood, and not used effectively. The new Benefits Realization Management: A Practice Guide will help you drive more successful outcomes and better strategic alignment in your organization.
Sometimes good projects can fail or stagnate. Introducing the risk of change to a project can revitalize it for success. This article will focus on the 10 steps that should be taken to successfully reboot a project and ensure optimal performance and deliverables.
We've measured project success or failure using the triple constraint for years. Reporting on whether the project is on time, on budget and on scope (OTOBOS) has strong appeal. But these measures are out of date and fail to report on what is really important.
This article aims to clarify and widen the status quo around value, especially at the enterprise level. It also aims to offer an explanation of value management that goes beyond the notion of value engineering and process-based tools, which seem to “force” an outcome. It introduces a new framework for creating and capturing business value that is integrated and sustainable.
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