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Executive Report
Features
A Closer Look at Project Management Trends
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PMOver
- by
Alison Hueber and Jim Schroer
(April 21)
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As organizations continue to struggle to achieve program success, the traditional PMO must be transformed into a Results Management Office that offers not only the day-to-day management needed to make ends meet, but also the strategic guidance, technical know-how and people focus required to achieve lasting results.
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PPM 101: Prioritize the Work
- by
Tom Mochal
(April 20)
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One of the most challenging aspects of portfolio management is evaluating which work gets funded and which doesn’t. Here are some best practices that can improve the prioritization process.[more]
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PPM 101: Support Work
- by
Tom Mochal
(March 17)
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Many organizations make the mistake of not including support work in their portfolio management process. By prioritizing non-project work in the same way you do projects, additional resources can often be freed up for those important, transforming initiatives.[more]
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IT Governance: Now Is the Time
- by
Steve Romero
(February 18)
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IT governance is not a plug-and-play application. It is a journey requiring executive commitment, continuous improvement, effective process management and organizational buy-in. The following are top-line “must haves” for any company considering IT governance, and some examples of the framework in action.[more]
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The 5 Hazards of PPM
- by
James Kerr
(January 14)
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There are five common pitfalls that trip up organizations attempting to institutionalize portfolio-based project management — and seven critical best practices that can help identify and avoid them to achieve greater potential from your PPM efforts.[more]
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A Practical Guide to Improving PM Maturity
- by
Bob Tarne, PMP
(December 17)
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Project management maturity goes hand in hand with schedule and cost performance, project quality and customer satisfaction, according to research. Here is an overview of how to measure your organization’s level of maturity; how to implement step-by-step improvements and validate them; and, finally, what to do if your efforts stall.[more]
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Taking It to the Top
- by
Richard Lepsinger
(December 17)
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Leaders in top-performing companies are capable in four areas — managing paradoxes, leading change, participative leadership, and leading by example. But even the best leaders need help from operational systems that balance, coordinate and align responsibilities, skills and strategy.[more]
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The 5 Laws of Defeat
- by
Steven Feinberg
(November 19)
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When it comes to leading organizations, people or projects, knowing what to avoid is just as important as knowing what to do.[more]
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Past Due
- by
Keith Kerr, PMP
(November 19)
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By studying some of early U.S. history’s important leaders, guiding principals and lessons emerge that can be applied to modern business management: preparation, perseverance, a common framework, leadership with action, and the readiness to seize opportunities, wherever and whenever they may arise.[more]
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Get With The Program
- by
Diane Haubner, PMP
(October 15)
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Does your organization have formal program management processes in place to manage multiple projects with the same strategic objectives? If not, you’re probably dealing with a number of challenges on the resource, risk and quality fronts. Here are some appropriate solutions for problems that exist in organizations without strong program office controls.[more]
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