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  • Implementação e operação de PMO: a abordagem de uma empresa Brasileira: Caso Serasa S.A. member content open

    By Silva, Maria Sol Fernandes Marques da Este artigo trata da experiência de uma empresa brasileira, Serasa S.A. na criação, na implementação e na operação de um escritório de projetos(PMO) para o acompanhamento dos projetos de forma…

  • 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

  • Troubled projects! Troubled selection process? member content open

    By Thiry, Michel | Deguire, Manon Even projects that meet targets can fail if those targets are not aligned to organizational strategy. This paper examines how organizations can select projects and programs that align with business…

  • Navigating the seven C's to project success member content open

    By Dye, Lowell D. Strategy is what enables organizations to operate effectively--and successfully. This paper examines seven dimensions of decision making that significantly affect how well organizations implement…

  • Improving project success through effective project selection member content open

    By Linenberg, Yorai | Rynn, David The outcome of a project often begins with the decision to implement a project. Projects that are incompatible with an organization's objectives fail to realize, regardless of amount of professional…

  • Analysing and dealing with key organisational factors affecting the design and execution of projects and programmes member content open

    By Pellegrinelli, Sergio Most methodologies for managing projects and programs outline a formal process but ignore the organizational issues--the contextual factors--that can affect an initiative's outcome. This paper…

  • Expected utility theory as a guide to contingency allocation member content open

    By Thibadeau, Barbara | Edirisinghe, Chanaka Contingency--for both budgets and schedules--provides project managers with the estimating cushion they need to protect their projects from cost and time overruns. Effectively allocating these…

  • Strategic PMO: how to align projects to corporate strategy member content open

    By Fonseca Boto, Elizeu To more effectively compete in today's global marketplace, many organizations are now transforming their traditionally structured project management office (PMO) from a tactical tool into a…

  • Strategic value management member content open

    By Thiry, Michel Beginning with an outline of the evolution of value management from value engineering/analysis into a strategic management approach, this paper applies value management as a strategy formulation and…

  • Investments in a turbulent world member content open

    By Van Broeck, Jan Over the last several years, there has been a growing interest in project portfolio management, from both a strategic perspective (do the right projects) and an operational perspective (do the…

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