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  • Refining project portfolio success and its antecedents member content open

    By Kopmann, Julian While our understanding of project success has evolved tremendously over the last two decades and corresponding management activities have been introduced, on the project portfolio level these types…

  • PM Network

    Four steps to a stronger PMO member content open

    By Fister Gale, Sarah Project management offices (PMOs) completed an average of US$100 million worth of projects in 2012 and delivered roughly US$71 million in value in increased revenue and cost reductions. This article…

  • The real problem with your portfolio member content open

    By Ferraro, Jack | Rizzo, Tony Most businesses that continually share resources across projects experience enough multitasking to cut their productivity in half. This paper explains the root causes of project portfolio…

  • ISO 21500 member content open

    By Barbero, Maria Cristina After ISO 10006 "Guidelines for Quality Management in Projects," which gives guidance on quality management in projects, and the BS 6079-1 "Principles and Guidelines for the Management of Projects"…

  • PM Network

    Finding the competitive edge member content open

    By Fister Gale, Sarah No matter their sector or location, organizations face a highly complex business environment that demands innovation and the agility to respond to shifting global priorities. As a result, in today's…

  • What is effectiveness in project portfolio management? member content open

    By Patanakul, Peerasit | Curtis, Audrey | Koppel, Brian While project portfolio management (PPM) has increased its significance in various business contexts, research on the effectiveness of PPM is still limited. In fact, PPM effectiveness has not been…

  • PMI Research and Education Conference

    Measuring strategic vertical alignment of project portfolio execution using a rho-squared coefficient member content open

    By Thornley, Russell K. This paper examines the concept of strategic alignment of projects, focusing on the alignment between priorities and actual project work

  • 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…

  • PM Network

    Measuring maturity member content open

    By Swanson, Sandra An organization's project management maturity is a key success indicator, but only if companies know how to gauge it. This article explores how organizations can take several steps to effectively…

  • PM Network

    PMOs under pressure member content open

    By O'Brochta, Michael | Robertson, Calum The average life span of a project management office (PMO) is two years. This article features two project professionals discussing why so many fail and how to make them work. In doing so, it cites…

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