Leading the conversation on digital connected work
PMO är under ständig press. Från att upprätthålla standarder för projektledningsmetoder till att planera och genomföra projekt - PMO måste vara i ständig synkronisering med strategi och affärsresultat. Denna PMO-bloggkategori innehåller många rekommendationer från experter för att uppmuntra planering uppifrån och ner och nerifrån och upp, förbättra processer, främja intressenternas tillfredsställelse och slutligen eliminera silos för att främja PMO-funktionen. Få expertråd om för- och nackdelar med att införa en kontinuerlig planeringsmodell. Experter kommer också att dela med sig av praktiska råd om hur du väljer nästa verktyg för projektportföljhantering och hur du kan #BeThatPMO som ditt företag behöver.
First published on ProjectManagement.com on December 4th, 2012 We’ve all heard the adage, “By failing to plan, you are planning to fail,” but for IT departments trying to handle myriad work requests on a continual basis, a more apt adage would be “By failing to prioritize, you are planning to fail.” This article is designed to...
Nu mer än någonsin uppmanas organisationer att göra mer med mindre. Trycket ökar, konkurrensen ökar och resurserna verkar aldrig räcka till för att ta itu med det som måste göras. När resurserna sedan äntligen tilldelas det strategiska arbetet blir det försenat eftersom personalen måste åka iväg på nödsituationer,...
The Solution for CROs The previous blog in this series discussed the increasing growth rates and related issues seen the Clinical Research Organization (CRO) space due to strategic partnerships, globalism, and market consolidation from mergers and acquisitions. This kind of growth inevitably presents challenges for CROs trying to generate data from fragmented, non-integrated systems. There...
Having worked in the Professional Services industry for nearly 25 years, I have helped numerous PSOs and IT organizations utilize software solutions to manage their businesses. My extensive experience as both a management consultant and software design has given me a unique perspective into Services Resource Planning. As the need for it becomes increasingly prevalent,...
There is a significant transformation underway in the clinical research organization (CRO) space. The CRO market revenue amounts to approximately $30 billion, which is primarily generated from its core business of conducting clinical trials required for drug market admission by regulatory authorities like the United States Food and Drug Administration (FDA) and the European Medicines...
Here is an uncomfortable reality in all but the smallest firms during their R&D portfolio management processes: Between the staff running each R&D initiative and the executives making project and portfolio decisions, there’s usually a division. Maybe it’s the gap between headquarters and lab, upstairs/downstairs, east coast/west coast, London/Singapore, or even a generation gap. At...
As we start the fourth quarter, having just come back from the annual Association for Financial Professionals (AFP) national conference, it seems like an appropriate time to reflect on the trends of the last year. Read on for seven financial planning and analysis trends from 2012. Trend #1: The Rise of FP&A Within the finance...
Som en av basebollens mest lysande stjärnor, Yogi Berra, sa: "Om du inte vet vart du är på väg kan du hamna någon annanstans". Vinn ditt IT-projekt och få mer intäkter genom att implementera de här viktiga tipsen för projektledning. Leverera projekt i tid och inom budget. Sätt på dig din chefs...
Dan Smith and I have written a white paper on strategic R&D portfolio management that summarizes many of the lessons and insights we’ve gleaned during twelve years of client engagements. The white paper is organized into eight ‘rules’: Avoid incomplete strategies Build an actionable strategy Don’t buy in to bubble plots Move beyond prioritization Present...
It’s no secret that projects in the earlier stages of the development lifecycle are evaluated and managed very differently than projects in the later stages. One major pharmaceutical company believed these differences to be so great, however, that they split their development organization in two. Over time, the structural gulf became a cultural gulf, leading...
