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Applying PM Principles
Applying PM Principles
It's all well and good to hear from the authorities on theories of project management, but how can you actually take those theories and apply them to your projects?
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Who Needs PMO?
- by Michael Wood
(October 21, 2008)
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PMO isn't for everyone. There's a very valid argument that it creates a needless layer of bureaucracy for some organizations. For others, however, it can salvage success from failing projects. Here's how to tell if--and when--you can benefit from PMO, and some tips on how to make it work.
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What's It Worth?: Measuring the PMO
- by Michael Wood
(October 7, 2008)
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At the end of the day, the real measure of a PMO’s effectiveness is the degree to which it improves the speed, cost and consistency of project success. Here's how to evaluate that effectiveness.
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Making It Simple
- by Demian Entrekin
(December 18, 2007)
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Project Portfolio Management (PPM) can be the key to keeping the complexity in your project-driven organization from devolving into full-blown crisis.
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The Imperative of IT Business Planning
- by Michael Wood
(June 26, 2007)
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Business planning isn't just a good idea if you have the time, it's an essential part of getting projects and budgets approved and keeping your IT department in good standing within your organization. Plus, it's a rare opportunity for CIOs to write their own playbook.
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IT Governance Doesn't Have to Cost an Arm and a Leg
- by Michael R. Wood
(June 5, 2007)
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Despite the emphasis on IT Governance in corporations, many CIOs and CFOs still see money as an object. For many small to medium companies, implementation seems just too expensive. Here's some good news for those of you with budget restrictions who recognize the must-have nature of IT Governance.
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Quantifying Quality
- by Mike Donoghue
(April 9, 2007)
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When possible, the effectiveness of a quality assurance management program involves three interconnected components.
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Building a Framework for Quality
- by Michael R. Wood
(April 4, 2007)
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Quality has to be one of the most elusive and vague concepts a person or organization can deal with. Perhaps this is because quality comes in many flavors and is so dependent upon its context. So how does IT develop a framework for quality if it is so indefinable?
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Change Management and the EVA Road Show
- by Andrew Makar, PMP
(February 21, 2006)
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Motivating an organization to incorporate earned value into their culture is an exercise in change management. Effectively managing change isn't an easy process--and rolling out EVA throughout an organization can be challenging. Applying the following change management activities to your EVA implementation can help improve its adoption.
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