White Paper Library
Learn how the strategic and committed use project, program and portfolio management supports greater success for organizations.
How can organizations and practitioners best leverage project knowledge and knowledge services to get things done in the modern complex project environment?
R.E.A.L. Knowledge at NASA provides a descriptive project practitioner-centered Knowledge Model drawn from experience in the development of knowledge services at NASA. Explore how a successful knowledge model, based on strategic imperatives, can be developed and implemented. R.E.A.L. Knowledge closes with a summary and recommendations for future research.
Be in the know, even on the go.
R.E.A.L. Knowledge at NASA is also available in ePub format. Most standard eReader apps can read this file: Apple iBooks, Google Play Books, Kobo for mobile devices (includes iPhone, iPad, and Android smartphones and tablets).
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It's not enough for projects to come in on time and on budget. They must also align with strategy. Explore how organizations bridge the chasm between high-level strategic vision and in-the-trenches implementation with a project management office (PMO).
According to PMI’s 2013 Pulse of the Profession™ report, US$135 million is at risk for every US$1 billion spent on a project. The trend becomes all the more troubling for projects with added complexity, which, on average, have budgets nearly twice as large. Explore how to manage multiple stakeholders as well as ambiguity in order to turn complexity into dexterity.
Effective communication serves as the very bedrock of business. Yet true communication both inside and outside the enterprise walls remains a rare commodity—much of which comes down to a fundamental difficulty in communicating with the appropriate clarity and detail. To bridge the communication gap, organizations must help everyone learn to say the right things to the right people in the right channels.
At NASA, storytelling is an ingrained part of its culture. Every project is a story. It has a beginning, a middle and an end. It has threats, problems, solutions and heroes. At NASA, telling that story is a powerful tool for change and indispensable to being and sustaining a learning organization. The latest chapter in NASA's story emphasizes the enterprise-wide influence of a PMO that will guide the organization into the future. Read step by step how NASA grew from an idea and a challenge with a single mission to the mature and complex organization it is today.
Organizations face unprecedented and extraordinary upheaval that will only continue to play out in new and unexpected ways. Such a volatile marketplace demands organizational agility, a three-pronged approach that effectively leverages: risk management; change management; and standardized project, program and portfolio processes. Those that are unable to adapt may risk defeat by their more agile competitors.
Developing top-tier talent doesn’t happen overnight. Organizations must invest time and resources to identify high-potential project and program managers and give them the training and opportunities they need to advance. When companies invest in project professionals at the beginning of their careers, those individuals will more rapidly increase their skills and experiences, bringing value to the company in the present — with the promise of even greater returns in the future.
See how the MD Anderson Cancer Center, NASA and Fluor develop their project professionals as investments into the future success of the organizations.
As organizations continue to face turbulent times, the ability to balance risk and opportunity across the entire portfolio becomes all the more critical. Portfolio management delivers that crucial edge, allowing organizations to improve delivery and drive greater value from strategic project investments.
See how the U.S. Department of Energy, Aon plc, and Shape A/S use portfolio management to ensure that their projects and programs deliver expected value.
See the latest trends and insights in project, program and portfolio management based on primary research and feedback from project management leaders and practitioners.
This white paper looks at the development of IBM’s Project Management Center of Excellence (PM/COE), a formal Enterprise Project Management Office (EPMO), and how the PM/COE has transformed the organization into a project-based enterprise by raising project management to a core competency.
The PM/COE establishes and drives a consistent career infrastructure, a common methodology based on industry standards, and supportive project management enablers including processes, tools, and measurement systems. It also develops and supports IBM’s community of knowledgeable project practitioners.
This PMI report looks at key innovation developments in established and emerging markets around the world. We examine the dynamics of innovation in today’s business environment and the challenges these dynamics present. Lastly, we integrate the implications for project management.
IT is undergoing a massive transformation – sparking big changes in the way businesses think about their technology project investments. Spurred by economic and strategic shifts, today’s IT leaders and their teams are relying on solid project management to ensure their projects drive profits, increase business efficiencies and help organizations achieve their strategic goals.
See how organizations such as Beam Inc., Russona Consulting, Advantage Sales and Marketing, and Lingo24 include IT leadership as an integral part of the overall portfolio planning process.
The project management office (PMO) is easing its way into the mainstream. Yet to be truly effective, PMOs must reflect the organizational culture and strategy – or risk being dismissed as an unnecessary layer of bureaucracy. Those within the profession see a clear ROI and are increasingly implementing PMOs. Those companies are reaping benefits – more projects are coming in on time, on budget and meeting business goals compared to those without a PMO.
See how organizations such as State Auto and the National Cancer Institute are reaping the benefits of having a PMO.
Organizations turn to project management to deliver results consistently, reduce costs, increase efficiencies and improve customer and stakeholder satisfaction.
Strong, organization-wide commitment to project management yields long-term business value and competitive advantage.
See how DirecTV, Intel and SunCorp-Metway use project management to achieve business value.
When organizations don’t understand risk scenarios, their entire project portfolio is left exposed. Whether it’s a technical failure halfway around the world or a hurricane bearing down on their project site, project executives must be aware of — and prepared for — dangers both large and small.
See how organizations such as Rovi Corp. and the Centers for Disease Control and Prevention manage risk.
In some organizations, the term “project sponsor” conjures up the image of a disconnected executive whose main responsibility is to secure the project funds and then come in for the victory lap when it is all over. But an engaged executive sponsor — with a vested business interest in the project from kickoff to close — can mean the difference between success and failure.
Generations are colliding in project management — and smart organizations recognize the value of both new and experienced project professionals.
To reduce conflicts that can arise between workers of different generations, organizations should foster vigorous collaboration. The practice of sharing lessons learned can capitalize on the strengths of each group.
The committed use of standards, processes and tools will support consistent results from project professionals of all ages.
The opportunity to reduce energy costs, infrastructure and associated resource needs has inspired a global trend toward virtualization of projects and programs. But if virtualization is to truly help organizations achieve strategic goals, project management must play an integral role.
See how The Knot, SoluSoft and the State of Michigan are using project management to increase virtualization to reduce costs and increase efficiencies.
Every executive has heard the pitch for cloud computing, including the storied accounts of the huge savings that come with the technology. But unless project leaders focus on establishing the strategic value and long-term measures of success, these investments will fail to deliver the expected ROI.
A new global paradigm all but mandates organizations integrate sustainability efforts into every facet of their business. By making sustainability a required and measured part of project management practices, organizations also deliver environmental, social and financial benefits to the business.
See examples of sustainability in action with such organizations as L’Oreal, Fujitsu and Herman Miller.