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PPM Executive
Opinion
Perspectives, Passions & Peeves
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The State of Resource Management
- by
Dr. Karen McGraw
(August 19)
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After a 2009 survey revealed serious shortfalls in project resource management tools and processes, a new survey is underway to see what has and hasn’t changed.
[more]
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The PMO as PPM Enabler
- by
Tom Mochal
(April 26)
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Most PMOs are established to develop and implement common processes. Many oversee project management training as well. And lately, more PMOs are being called on to help implement formal portfolio management concepts. It makes sense.[more]
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10 PPM Resolutions for 2010
- by
Lori Ellsworth
(December 21)
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With the New Year well under away, how about some project portfolio management resolutions?[more]
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PPM and the Stimulus Package
- by
Karl Boone, John Kirkwood and Nilesh Chandra
(April 27)
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The size of the federal stimulus package is unprecedented, and so, too, the number and size of projects it is expected to generate in such a short period of time. With time of the essence, can public agencies use this funding quickly and responsibly, while ensuring transparency and accountability? Yes, with a portfolio management framework that balances the need for speed with governance and oversight.[more]
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A Break in the Chain
- by
Demian Entrekin
(January 11)
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Chain-of-command management structures often create silos of information, turf battles, goal "fizzle" and a host of other barriers to effective project portfolio management. There is no quick fix, but the big-picture goal should be to institutionalize collaboration, linking project performance with organizational performance.[more]
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Future States
- by
Demian Entrekin
(January 4)
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Project portfolio management is fundamental to coordinating the change, innovation and collaboration necessary to achieve an organization’s strategic vision — its desired "future state." It starts with taking individual projects out of their “isolation” and going beyond traditional measures of success.[more]
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Getting Control of IT
- by
David Weiss
(January 17)
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While a variety of approaches to portfolio management have been documented, most require significant enterprise change, investment and risk. Here is an implementation approach that can bypass many of the major cultural, technical and organizational challenges that typically add risk, cost and complexity.[more]
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Garbage In, Garbage Out
- by
Mark Mullaly, PMP
(October 7)
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You cannot improve your project portfolio management practices by simply buying software. No tool can provide strategic thinking. Vision doesn't come prepackaged.[more]
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The Language of Why
- by
Aaron Smith
(August 5)
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It hasn't always been the case, but project leaders and business executives are on speaking terms these days. And the language they're talking is portfolio management. Regardless of why this dialogue has been difficult to kick into gear, the benefits when it happens are real: cost savings and resource efficiency through strategic alignment, for starters.[more]
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Politics and Portfolios
- by
Mark Mullaly, PMP
(April 22)
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As long as gut feel and political influence are favored over formal analysis and strategic discipline, the benefits of portfolio management will not be realized.[more]
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