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  • The Corporate Trojan Horse member content open

    By Abusin, Mazin E. Although the processes used to manage strategy and to manage projects are contrary in nature (strategy is irregular and long-term; projects, planned and deadline-driven), it is possible for…

  • Earned value management member content open

    By Heinlein, J. W. | Craig, Christopher | Perotti, John | Pearson, Megan | Wooten, Teressa | Balderson, Lucas Growing pressure on federal budgets creates the strategic imperative to increase the transparency of the performance of agencies' mission-critical investments, as well as heighten their realized…

  • Factors for designing a second generation of project management maturity models member content open

    By Pasian, Beverly L. | Sankaran, Shankar | Boydell, Spike This research explores the dynamics of a reliable project management capability responsible for undefined projects and proposes new factors that could influence how project management maturity is…

  • COTS project management strategy from a state government PMO perspective member content open

    By Douglas, Joyce We all work in environments in which government funding is stretched, program resources are syphoned, disparate applications are waiting on future funds for cycles to implement backlogged features,…

  • Creating project-based organizations to deliver value member content open

    By Thiry, Michel Although project-based organizations (PBOs) focus on implementing projects to perform their primary activities, many PBOs fail to effectively generate strategic advantages from their projects. This…

  • The missing manager syndrome member content open

    By Ginevri, Walter | Beraha, Carlo The recent advancement in project management research and practice has given rise to evolutionary organizational models and processes for aligning corporate strategy and project outcomes. Yet…

  • Management of value as PPM driver member content open

    By Abdollahyan, Farhad There is a general consensus in the field of organizational project management (OPM) that programs and projects, whether organized and managed in portfolios or not, are means rather than ends to…

  • PMI Global Congress—North America

    Strategic portfolio management at Hydromax member content open

    By Garfein, Stephen J. | Toit, Dick du This paper examines how organizations can use a strategic portfolio management (SPM) framework to improve project performance

  • PMI Global Congress—North America

    How strategic portfolio management can transform a global organization member content open

    By Britt, Beth This paper examines a three-year studying looking at how Microsoft's Customer Service and Support (CSS) adopted a governance culture

  • Project management methodology (PMM) member content open

    By Ozmen, Emre Survival is one of the most crucial driving forces for many companies today. Once executives recognize that project management is needed to make it happen, changes occur quickly. However, failing to…

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