As economic pressures eroded profit margins and decimated departmental budgets from coast to coast, project portfolio management remained a bright spot. Analysts recorded a flood of inquiries and speculated the overall project solutions market could reach as high as $6.5 billion by 2010.
Driving the boom was company after company discovering that when every cent counted, not knowing what projects helped or hurt the bottom line was not only clueless, but dangerous.
But in the rush to adopt the latest PPM software offering, the interplay between PPM and business maturity was sometimes lost in the shuffle. One Forrester survey found that a full 70 percent of responding companies …
Driving the boom was company after company discovering that when every cent counted, not knowing what projects helped or hurt the bottom line was not only clueless, but dangerous.
But in the rush to adopt the latest PPM software offering, the interplay between PPM and business maturity was sometimes lost in the shuffle. One Forrester survey found that a full 70 percent of responding companies …
Stuart E: "Pat, it would be hard to disagree with your comments. One fairly common blind s…" on Portfolio Manager Roles
February 9, 2012
Pat M: "Perhaps I'm a bit naive, but it seems that you need both capabilities. In order…" on Portfolio Manager Roles
February 8, 2012
Andrew D: "Mr. Farnbach, Thank you for the feedback. We did approach the project just as…" on Recipe for Product Innovation
February 7, 2012
Vincent M: "EVM requires a baseline plan to measure progress against. For Scrum you could ge…" on Agile + Earned Value
February 3, 2012