Your path to business agility
Carina Hatfield always has a plan. Throughout the years, she has improved her ability to respond and re-prioritize for new ideas and unplanned events. She followed her original plan of becoming a CPA going into budgeting, forecasting, and strategic planning until a new idea was prioritized and she took on the opportunity to join Planview. After six years of implementing Planview Enterprise to help organizations improve their strategic, forecasting, and planning processes, Carina has taken that experience and applied it to her role in Product Management.
When it comes to annual planning, the PMO and finance department can have complimentary but different needs. While finance is focused on budgets and headcounts, the PMO prioritizes project governance and successful delivery. This often leaves finance in the driver’s seat when it comes to defining new projects, and the PMO is left to follow...
In part one of my two-part blog series, I highlight 3 of the 7 reasons why Agile and PPM are not mutually exclusive. By using both Agile and Project Portfolio Management (PPM), you can make your business more nimble and competitive. With Agile, you can implement change quickly. With PPM, you can manage all types...
For the PMO, the pressure is on to reduce planning time, adapt to market demands and changes, and deliver the best projects within budget. But is management really asking you to morph into a scrum master, or simply embrace an agile framework? Do Agile methodologies give you the information needed to measure success and report...
Your customers expect immediate responses to their demands. Your executive team expects a budgeted plan for costs, value, and capacity that can be measured with accuracy to speed up decisions when there is a need to adapt to change. Adaptive cultures don’t come easily. Does your organization have a mindset to drive innovation… fast? Maybe...
If your organization has been busy managing a portfolio of projects, you should already be aware that the traditional annual planning cycle hinders adaptability of effectively managing the portfolio in today’s continually changing market. Portfolio planning must be continuous to minimize missed revenue and maximize opportunities so your organization can capitalize on new demand that...
Projects still remain the vehicle for executing on strategy. Even if the current pressures facing executives around strategy are ignored, and assuming strategy remains unchanged, project failure rates will continue to remain alarmingly high if there is no clear unified vision for execution. Only 29 percent of projects were completed successfully in 2015, according to...
Merging organizations is never easy – especially when the end-result is the world’s largest airline with 120,000 employees and 554,000 daily passengers. This was the challenge American Airlines faced when they merged with US Airways…Spreadsheets were the primary tool for resource management which proved to be painstakingly insufficient to forecast, plan, and manage the resources...
When it comes to the annual IT planning process, IT organizations are facing a real struggle. In fact, 85 percent of IT leaders say changes are being made to the annual plan several times a year, according to a recent CIO.com poll. (See my previous blog titled “Evolving Your Planning Process for the Digital Economy”...
In the release of Planview Enterprise 12, we introduced the concept of outcomes and the ability to create and associate roadmaps from the programs driving strategy. With the release of Planview Enterprise 13, the focus has shifted from the program managers who execute strategy, to those who create the plans that drive strategy. And in...
What Do You Manage When You Are Managing a Product or Service? Outcomes. Organizations are currently focused on the big three strategies: growth, innovation, and customer experience. Whether they are outlined in annual reports or the result of multiple surveys about what’s top of mind for executives, it’s just about guaranteed to roll up to...
