Library
1-10 of 43 results
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The new PMI standard for portfolio management
In 1996, PMI released its first PMBOK Guide; in 2003, its first OPM3. Today, both publications are recognized as leading professional standards for practicing project management and assessing…
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Better portfolio management — better results!
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…
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Culture Is As Culture Does
Portfolio, program, and project management (PPPM) is as effective as the manager's ability to lead teams through processes. If the company culture, strategy, and leadership are not aligned with…
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Driving strategy
Bolstered by the increasing rate of change in many markets, organizations are seeking ways to get to market faster, deliver greater value to customers, and better manage costs. Open innovation, with…
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The future of project management in a digitised economy
This paper discusses the current shift toward more complex and turbulent environments and a digitized economy and how this challenges work practices in general and project, programme, and portfolio…
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Delivering business value: The most important aspect of project management
The whole purpose for project management (as well as portfolio and program management) is to execute work that provides increased value to the business or customer. If an organization does not…
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Strategies to improve your team's organizational change skills: Employing "grassroots" action research to expand strategic throughput
This paper provides a framework for an extended workshop for portfolio, program, and project managers. It is designed to facilitate organizational change and to expand strategic throughput. This…
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OPM3 versus other project management assessment methodology in an EVM implementation
This paper compares the application of the organizational project management maturity model (OPM3)® with traditional consultancy methodology. Two different teams, working within the same time period…
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Program - project management, relations, commonalities, differences
Although portfolio, program, and project management contexts are different in nature, they interact closely with each other; yet, the program manager and project manager operate in different domains…
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Integrating performance measures for effective project and program portfolio leadership
To manage project and programs well, project and program managers must first understand what they are managing. And to accomplish this, they must effectively measure the progress of the initiatives…
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