Your path to business agility
The PMO is under constant pressure. From maintaining standards for project management practices to planning and delivering projects – the PMO needs to be in constant sync with strategy and business outcomes. This PMO blog category provides numerous recommendations from experts to encourage top down and bottom up planning, improve processes, promote stakeholder satisfaction, and ultimately eliminate silos to advance the PMO function. Get expert advice on the pros and cons of adopting a continuous planning model. Experts will also share real-world advice on choosing your next Project Portfolio Management tool and how to #BeThatPMO your business needs.
According to recent research, the professional services industry is growing aggressively and seeing very specific growing pains in talent attrition, project profitability, and resource management. In trying to encapsulate what organizations can do to alleviate these issues, we asked subject-matter expert, Steve Beaumont four questions on the state of technology for professional services to help...
A common problem in both portfolio management and sales and operational planning (S&OP) is reconciling product revenue forecasts between a company’s regional sales analysts and its corporate decision-makers. Typically, regional sales analysts focus on short-term objectives, and their forecasts must align with targets or commitments set by regional heads. By contrast, corporate staff tend to...
Are your resources focused on the right opportunities? Unfortunately, many organizations can’t answer the question. Can you? This is an ideal time and opportunity to benchmark your organization’s capabilities and maturity level in terms of resource management and capacity planning. I’ve had the pleasure to be the chief researcher on the most comprehensive study ever on...
Getting Executives Involved in Long-Range Planning and Benchmarking Your Company’s Long-Range Planning Process is the First Step Towards Improvement If you were given the opportunity to directly influence your company’s success, would you take it? Would you want to help on develop the plans, direction, and spending of your organization? Or would you avoid such...
I recently hosted a discussion with Forrester’s, vice president, principal analyst serving CIOs, Chip Gliedman and Planview’s NDP solution market manager Carrie Nauyalis about innovation and portfolio management, and how the two relate. I’ve included an image of the visual notes designed during the live event. Check out this visual reference for the topics and key...
The portfolio review session is coming up, so you craft a list of questions about project value, cost, and risk that can be answered on a scale from 1 to 10. Your R&D project teams score their projects, add up the scores for each project, and voilà, you have a ranked set of projects, ready...
On January 28th, ProjectsAtWork featured an article by Jerry Manas titled, Were the Mayans Right About Your PMO? In it he covers the top 5 priorities for your PMO in 2013, as well as a list of undeniable trends and predictions for the coming year. The article follows the End of the World Webcast Jerry hosted...
Albert Einstein has been credited in saying, “insanity is doing the same thing over and over again and expecting different results.” If you are charged with some element of the annual budgeting process for your organization, such as capital planning, strategic planning, budgeting, and annual allocations, among others; chances are you’ve been inundated with spreadsheets, tab delimited...
In mid-2012, two independent research organizations published unique reports about the best practices of top-performing, project-based businesses. Each had their own focus on the subject matter regarding the emphasis of their research metrics or how differing project-based companies can be collectively considered successful despite a wide variety of nomenclature, product offerings, and organizational structures. Regardless...
Experience shows that what happens is always the thing against which one has not made provision in advance. — John Maynard Keynes [1] An old cliché in forecasting is that when it comes to the single-valued forecast, the only thing you can say with certainty is that it’s wrong. More than just plain wrong numbers,...
