Process Improvement Projects

Although many organizations initially underestimate the role of project management in their process improvement initiatives, once they have committed to these strategic changes, the implementation of these improvements naturally fall into the hands of a designated project manager to see these initiatives through.  This white paper will help organizations identify what to expect when facing the delivery of business process improvement projects and the challenges of dealing with extensive change resulting from these strategic initiatives.  Moreover, it will also explore the OPM3 project management process improvement methodology and the role of change management that can impact the overall success of process improvement delivery.

A Darwinian Approach to Completing Tasks: Managing Work’s Lowest Common Denominator

In essence, task management at the enterprise level is a collective effort.  The project managers and team leaders are the ones in charge of planning and assigning tasks, but it’s usually up to the team members to manage and complete them. They have to eliminate as much noise as possible from their “Things to do” list by getting the most important items out of the way and off their plates so they don’t get overwhelmed or bogged down in a task quagmire.

In this paper, I’ll be focusing on task and time management at the enterprise level and how the Getting things Done and First Things First methodologies can be adapted in relation to the bigger picture at hand: the overall success of the project or company itself.

Reconciling your Limited Talent Pool with your Project Pipeline

In this paper, we will be focusing on the impact a proper project governance policy can have on the corporate decision-making process when it comes to selecting which projects should be worked on and when, as well as effective ways to manage your resources and project pipeline. 

The Art of Project Planning

At the heart of every project lies a plan that drives the activities that result in the final outcome of the intended project or product that was initially envisioned by the customer. In the project management world the customer (whether internal or external) is king. Meaning delivering on what was planned in a timely manner will make the difference between a good customer experience and one that can go awry. The tricky thing about any project plan is that it's the project stakeholders involve that help define the level of complexity and direction of its structure. With this being the case, it is up to the project manager responsible for building the plan to manage customer expectations while identifying the needs of team members so that deliverables can be efficiently managed and met.

This white paper will provide organizations with common strategies project managers leverage to develop effective project plans that can please both team members and stakeholders who are ultimately responsible for the successful execution and outcome of the activities detailed by the project manager.

Best Practices in Stakeholder Management

When managing a project, the root cause of its success or failure is often overlooked.  Although it is true that the project manager is the primary driver of projects, the ultimate positive or negative outcome of a project is determined by its stakeholders. This being the case, it is critical that project managers and their teams employ the best means to optimize stakeholder communications so that project expectations are met. The challenge project management office (PMO) leaders and project- centric organizations face is the ability to incorporate an effective stakeholder management methodology and tool set in their existing project and portfolio management initiatives.

In this white paper, project-centric organizations will learn about the necessary steps required to effectively implement a stakeholder management strategy that will deliver the necessary results critical to a project's success.

Best practices in Enterprise Project Management

For project-centric organizations looking to incorporate an EPM strategy in their practice, it is recommended to adopt a top down approach in which the organization as a whole is plugged into the improved ways of tracking, accessing and sharing project information. Enterprise Project Management takes a holistic approach to managing all projects within an organization with great consideration given to their impact on the people, processes and corporate objectives. The idea is to develop a project management environment where projects are not treated based on individual merit, but as a group of interrelated goals that are linked to a single group of people with finite availability and talent.  

This white paper will help organizations identify the common characteristics in their project management practice that confirm their readiness for EPM and provide basic guidelines to successfully reach the maturity required to improve their project management practice. 

Top 10 Must-Have Reports for Project Managers

One of the primary goals project managers need to accomplish in their daily work is to deliver the necessary status reports to their stakeholders along with providing themselves with the mission-critical data that will impact their performance and the ultimate delivery of their projects. Although the culture of reporting will vary from organization to organization, there are some fundamental project details any effective project leader needs to share and consult to help drive his or her decision making process.  Keeping a project on track is never an easy process and good project managers understand that they need to constantly ask the questions concerning workload, costs, timeline and overall progress.  Each project stakeholder (including the project leader), will need to have answers to these emerging questions in a timely fashion in order to address inevitable bottlenecks and to deliver what was promised to their end customer. 

Confronting the Software-as-a-Service vs On-Premise Dilemma

Many organizations frequently grapple with the dilemma of choosing a SaaS over an on-premise PPM solution. Part of the challenge is the often mixing of cloud technology and its business models presented in the marketplace. 

This white paper will help organizations differentiate the various business model and benefits offered up by cloud technology. Furthermore, it will detail the possibilities cloud technology can offer your project-centric environment regardless where you deploy your new cloud-based PPM solution.

Research and Development in the New Economy

In this economy, a good R&D focus means selecting the projects that have the best chance of success, the fastest ROI and that are aligned with company policy. And that is where project management plays a critical role, keeping your R&D focused, on track, lean and success oriented.

Social PPM

Properly applied social media conventions can be a huge asset to project management organizations. Open collaboration and concentrating project information in a single interface improves productivity, decreases costs and cuts down on errors. Curbing the “social” part of social media overcomes one of the most persuasive cases against social media in project management: information security. By creating closed communities accessible only by project teams, companies secure proprietary information and prevent stakeholders – customers, partners, vendors – from seeing and hearing things they shouldn’t.

This white paper will discuss how organizations can adapt the useful elements of social networking into powerful project portfolio management tools. It will detail the goals of a social media strategy: closed networks versus open networks; strengthening work groups; sharing business information; collaboration; productivity and transparency. 


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