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  • Supersizing PMO performance member content open

    By Bourne, Lynda Many technically competent project management offices (PMOs) fail to maximize the value they can provide to their host organizations. Such PMOs-because they often focus only on technology, data, and…

  • 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…

  • A quick measure of project maturity member content open

    By Andersen, Erling S. | Jessen, Svein Arne Project managers are always looking for a system that can help them easily and accurately gauge their organization's project management maturity. This paper outlines one such measurement approach, a…

  • Linking portfolio, program, and projects to business strategy member content open

    By Anyosa Soca, Victor During the last ten years, many organizations around the world have been dealing with linking portfolio, program, and projects to business strategy in order to get the best value from their strategy…

  • What does your future look like? member content open

    By Thiry, Michel In 1996, the Project Management Institute (PMI) issued a new A Guide to the Project Management Body of Knowledge (PMBOK® Guide) that, for the first time, included an Integration Knowledge Area. Ten…

  • How to measure real project success member content open

    By Thiry, Michel In the last two decades, project management has been applied to the delivery of more and more complex "solutions." How is this affecting the way we measure project success? Are the traditional…

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