Leading the conversation on digital connected work
You approved the budget. You greenlit the initiatives. The organization is in motion. And somewhere between that boardroom decision and the front lines, your intent got lost. Finance sees approved investments. Leadership sees dashboards. Teams see projects. No one sees how those views connect to the outcomes the work was funded to produce.
PMOs are responsible for the hard calls on investment and strategy, but much of their week goes to timesheets, status reports, and data cleanup. These 14 use cases, drawn from customers using Planview Anvi®, show how teams are handing that work to AI, from single questions to agents that run on a schedule.
One customer’s first AI prompt was four words, and the answer wasn’t usable. Weeks later, they called the same product the foundation of their platform. What changed? Chris Gallivan explains how context, reusable prompts, and real conversation turn AI from a feature you switch on into a capability you build.
Every strategy runs on a bet. The money, people, and technology behind it will carry it through. Most executives don’t trust that bet. Economist Impact research commissioned by Planview found that only 20% of executives are confident in the financial, human, and technological resources allocated to strategy implementation. Four out of five are watching work...
Note: This is part three in our three-part series on strategy execution: PROVE. The gate closes. The launch ships. The team moves to the next program. That is where the record usually ends. You decided what earned capacity and what did not. You caught the drift before it became a missed date. The product reached...
The enterprise project management office (EPMO) helps leadership decide where the organization places its money and its people. That mandate sits above any single division. It covers which investments get funded, whether those commitments still serve the strategy two quarters later, and what the portfolio is returning once the work is underway. Success in the...
In a global company, belonging can start with something as simple as hearing a familiar place name. For Brenda and Jessica, that place is Ciudad Juárez. Brenda grew up near El Paso, while Jessica’s family has roots across the border. Their shared connection is one small example of the many experiences, histories, and perspectives that...
Note: This is part two in our three-part series on strategy execution: PIVOT. A funding decision is only ever correct on the day you make it. The market, the supplier, the competitor, and the regulator keep moving after that. Your plan? It starts drifting the moment work begins. Most organizations don’t notice that drift until...
Note: This is part one in our three-part series on strategy execution: DECIDE. Ask any product development leader what went wrong on the last program that slipped, and the pattern is familiar enough that it barely needs describing: Read that as an industry condition, and the odds look stacked against you before a program starts....
Market conditions are shifting faster than annual planning cycles can track, AI adoption is accelerating across every function, and PMOs are being asked to show strategic value alongside delivery status. The stakes are measurable: organizations that use portfolio management tools exceed their revenue targets 1.6 times more often than those that don’t, according to Planview’s...
The enterprise strategy problem is not a visibility problem. Visibility is necessary — most leaders would be in worse shape without it. But most organizations already have more dashboards than they have bandwidth to act on, more data than they have capacity to translate into decisions, more awareness of what is happening than confidence that...
