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PMO’s Must Manage Benefits |
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How do projects really save time, cost, and your professional reputation?
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By Rosemary Hossenlopp on
7/29/2009
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The role of the PMO is to manage benefits of programs and projects. A program is a set of related projects, managed in a coordinated fashion. The added cost of the program or project management office (PMO) is expected to be offset by the benefits of someone coordinating all the day-to-day project information flying around; cost, schedules and risks. In addition, the PMO has a more strategic reason for its existence; keeping a discussion of benefits alive.
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Who Makes Sure That Projects Add Value? |
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How do projects really save time, cost, and your professional reputation?
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By Rosemary Hossenlopp on
7/26/2009
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There is a lot of concern in the project management industry. Why? Well, it is no secret that many projects can’t answer this key question very well; what value do you provide the organization?
So, I’m writing about Organizational Project Management. What is that? It is a thought that somehow we should better align project work with the needs of the organization. Compare it to a bridge between project work and operations. Someone needs to be a toll keeper to monitor the traffic that gets to use this bridge.
And, by the way, who is responsible to be a toll keeper on this bridge? There could be a couple of answers:
- Project managers responsible for getting the work done.
-Program managers responsible for coordination among projects
-Portfolio managers responsible for intake of the projects and measurement of the health of the project work.
-Business managers responsible for the project funding decisions
-The organization that has to use project results.
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Call for Project Management Authors |
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How do projects really save time, cost, and your professional reputation?
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By Rosemary Hossenlopp on
7/23/2009
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It is hard to just get IT projects done, let alone worry about whether the business believes they will get the results they need. So the cycle continues; business distrust of IT and poor communication between senior leadership and the project office.
There is a ground breaking effort to target business management leaders with project management information of specific interest to them. A book is being pulled together on Organizational Project Management (OPM) that aims to create knowledge about the interfaces among projects, programs and portfolios, how projects benefit the ongoing operations in organizations and how strategic objectives are attained through projects.
What's your opinion; does the industry need this book? Do you have something to say about this topic?
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What Project Managers Can Do During This Recession. |
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How do projects really save time, cost, and your professional reputation?
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By Rosemary Hossenlopp on
4/5/2009
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As a project manager, program manager or project manager consultant, there is plenty for you to do during this slowdown. Now, more than ever, you must take control of your professional life and development. If you do, you will be ahead of the game when business activity picks up. And, you can be assured it will.
So what should you do?
Volunteer for Projects and Task Forces says John Rahiya, an Altanta-based project management consultant who was formerly Practice Vice President for Project Management, Novations Group, Inc.; Vice President, Project Management Services & Consulting, Provant Project Management; and VP, Marketing, Equifax, Inc.
Why?
It keeps your name out there
It keeps you visible
There is no cost to your management for you to work on internal projects
How?
Look for internal studies or research efforts you can join.
Find out what is mission critical at your company and get involved--strategic projects seldom are canceled.
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Best Practices for Working with Outsourced Software Development Teams |
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How do projects really save time, cost, and your professional reputation?
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By Rosemary Hossenlopp on
3/16/2009
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Dulcey Branch, is a Silicon Valley based senior software project manager with over 14 years of experience consulting in a variety of industries including high tech, utility, aerospace and health industries.
She has significant experience with working with offshore resources that code, write and execute test scripts. In this audio interview, she discusses three common project management challenges and how to overcome them. They are:
• Unreliable Infrastructure,
• meetings when there is a large difference in time zones, and
• coders hired to do the development are often not involved in the Analysis and Design of the software.
She shares practical guidance for project teams struggling with these issues.
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