Library
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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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The enterprise PMO as strategy execution office
Many organizations lack a formal process for implementing planned corporate strategies. Because of this, they usually waste money and resources to develop these strategic plans. This paper examines…
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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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Application of organizational project management to a live scenario
To compete globally, an increasing number of companies are using strategic project management (SPM) to implement projects that align with strategy and that close the gap between business goals and…
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Portfolio management implementation at the IT department of a major mobile telecom operator
Organizations lacking a project management office (PMO) usually lack a standard project process, integrated project and resource management practices, information on internal demand for project…
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Delivering business benefits through projects, programs, portfolios and PMOs
Several previous studies on project success have proven that successful project teams get the executive support they need to succeed. But when such support is obstructed because of power struggles…
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Indicadores Principales de Desempeño y Paneles Ejecutivos de Control para Portafolios, Programas y Proyectos Corporativos
La selección de los Indicadores Principales de Desempeño (IPD) debe realizarse de tal manera que se incluyan tanto los objetivos del proyecto, como los del negocio. Además, deben pensarse de tal…
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