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Supersizing PMO performance
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…
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Seminars & Symposium
Projectizing profit and justifying project management
One of the most often ignored facets of realizing projects is that easily forgotten component of the triple constraint--project scope. This paper examines project scope as the element needed to…
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Seminars & Symposium
Why finance matters for project managers
Projects develop assets that produce a return to their company and its shareholders. For this reason, finance knowledge is an important component of project management. Projects are essential to the…
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Portfolio decisions to maximize strategic benefits
Success in project portfolio management depends more on people, culture, governance, and a transformational change in attitudes and processes, than any specific tool or technique. Many organizations…
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I have this great idea!
Innovation is often associated with great ideas. While many organizations focus on the "Great Idea Hunt," the real challenge is to realize the intended benefits of that idea. Benefits realization…
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Benefits management in complex defense programs
Because today's defense industry faces increasingly complex development programs, strategic goals and associated needs can be complex and varied. Therefore, standard project management practices are…
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Benefit realization in execution focused companies vs. project management excellence
Executives often measure project success against strategy alignment of project outcomes. The traditional triple-constraint focus does not reflect these most common success criteria. Project managers…
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