For organizations that are all about their hierarchical organization, projectizing the business can be the fastest path to more efficiency.
Big organizations often take on big epm deployments. It’s an easy mistake to make. Just because an organization is large, doesn’t mean that the deployment of an enterprise project management system needs to scale up to match it. Too many organizations think too big when they get started on an epm deployment and bite off more than they can chew.
Is the original premise of project management software still the driving force? Is the critical path calculation still what makes projects run? Perhaps the entire industry has moved on.
Communications is at the heart of what makes a project manager effective and much has been written on the subject. The tools available to the modern project manager however provide a wealth of options on how to be effective at creating a project communications plan.
Every industry has some mythical goal. In project management, the holy grail of goals seems to be the all integrated, everything connected project management system. Is it myth or reality?
Too many project managers bite off more than they can chew when creating their plan for an Enterprise Project Management deployment. Going for little victories is always lower risk and a higher probability of ultimately reaching the business goals that the system should be supporting.
Being an effective project manager or having an effective PMO isn’t only about authority. The most effective people in the project management business have an arsenal of skills and tools at their disposal to elicit the most out of the people they work with.
So much of successful project management comes from starting with the right projects. Portfolio management isn’t just for IT departments, it’s for every organization which has some influence over the projects they select.
Generally Accepted Accounting Principles or GAAP are now a part of all big project management environments. These standards are what makes for things like Sarbanes Oxley and other compliance challenges. What do project managers have to know about GAAP and where they come from?
What kind of PMO would you design if it could be any kind at all. What? You’re surprised that there’s more than one PMO? There are many. Here are a few of the most common examples.