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  • Better portfolio management — better results! member content open

    By Ramani, S. This paper discusses a client's engagement on how the perspectives of portfolio, program, and project management were integrated and implemented for better business performance. It highlights how…

  • Project managers' responsibilities member content open

    By Zeiher, Mary K. Project success goes beyond the tactical perspective and goals of the project and must be viewed from the overall strategy of the business or organization. Individual projects may be completed…

  • PMs in the c-suite member content open

    By Gallagher, Sara The evolution of the triple constraint -- on time, on scope, on budget -- has largely influenced the project management function in organizations, yet project leaders recognize that strategic value…

  • Benefits realization management and strategic project success analysis of UK, USA, and Brazil member content open

    By Serra, Carlos Eduardo Martins This paper begins with an overview of some of the key practices of benefits realization management (or benefits management). Then, based on an analysis of 331 questionnaires by project management…

  • Determing the mathematical ROI of a project management implementation member content open

    By Vargas, Ricardo Viana Business improvement processes, such as implementation of a project management office (PMO), are often linked to indirect benefits achievement. In the past, program, project, or process success was…

  • Project management member content open

    By Maltzman, Richard | Shirley, David As today's business leaders recognize the need to integrate sustainability into their organizational mission or vision, they must determine the most important function to achieve that goal. Project…

  • Business analytics for PPPM benefits realization member content open

    By Davis, David L. Program management does not end when a project is completed. The program manager's responsibilities continue until all projects are complete and the program is closed, which requires the need to be…

  • 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…

  • 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…

  • In the eyes of the beholder member content open

    By Deguire, Manon Understanding the correct definitions and key characteristics of projects is of significant importance for the discipline of project management to continue to develop at all levels of the…

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