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Project Office/Enterprise Project Management
Thinking at the Organizational Level
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PPM 101: Making Metrics
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Tom Mochal
(May 8)
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Projects come and go, but portfolios remain — all the more reason to establish and sustain a value metrics program. A key is to stop insisting on “perfect” metrics, and simply get into the habit of measuring, collecting and refining a variety of data.[more]
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PMOver
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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.[more]
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PPM 101: Support Work
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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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PPM 101: For Comparison’s Sake
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Tom Mochal
(February 7)
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When prioritizing a portfolio of projects and other IT activities, you can improve the decision-making process by grouping work requests from various department and categorizing them according to general business needs and benefits. Here are some basic guidelines.[more]
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PPM 101: Fundamental Metrics
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Tom Mochal
(January 31)
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Gut-feel or anecdotal evidence is not sufficient in determining how your portfolio is performing. The process of defining, capturing and analyzing meaningful metrics can be difficult and time-consuming, but the effort can improve work processes and communication with management. Here is a list of fundamental metrics to get started.[more]
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PPM 101: Identifying Projects
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Tom Mochal
(January 10)
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During the business planning process, each department must determine the project work they think is important for execution within the portfolio. Identification of these medium and large projects will come from carryover projects, mandatory projects and tactical or strategic projects.[more]
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PPM 101: Work Changes
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Tom Mochal
(January 3)
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When business conditions and priorities change, the approved work within your project portfolio will likely change as well. Here are some common scenarios that require new courses of action, and suggestions for integrating the work changes into your portfolio.[more]
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Chart A PMO Vision
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Don Page
(December 18)
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Many organizations do not adequately document and articulate a complete vision for their program management offices. Here is what should be captured in the charter document.[more]
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PPM 101: Case to Case
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Tom Mochal
(December 13)
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In choosing which projects deserve scarce resources and which can wait, business cases, built on a common set of documentation, can help organizations better compare potential benefits and value, estimated costs and risks. Here is a checklist of information that should be included when building a common business case template.[more]
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PPM 101: Understand These 3 Ps
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Tom Mochal
(December 6)
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How do projects, programs and portfolios differ? How are they similar? And how do they interrelate in efficiently, effectively organizing and executing work that produces business benefits?[more]
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