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Strategic thinking has been at the top of the leadership agenda for executives, but implementing a strategy to realise value is not as obvious as it seems and optimising the use of resources to achieve this is even less evident. Can program management fill this gap?
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Business analysts will need to take a three-dimensional approach to fully capture requirements, which organisations recognise as the foundation of successful project and contract delivery. This could see the emergence of a hybrid business analyst/project manager, writes Glenn R Brûlé.
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ESI International’s Ravi Sahi delves into best practice business transformation for government projects using a portfolio approach and key enterprise architecture.
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The overlap between sustainability management and PMO functions shows that the two are not mutually exclusive, and merging the two could even prevent offices from being disbanded.
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Business analytics has the potential to help businesses identify sources of competitive advantage in their information assets and can be a key enabler of innovation and growth.
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It’s interesting but many of the problems we have working in and around project environments and PMOs come back to words and people’s interpretations of what they mean.
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Building project management capability goes beyond training and education, but are PMOs the answer?
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Benchmarking has become an organisational catchphrase in recent years, but there is still room for improvement when it comes to doing it properly. A look at benchmarking and how it can lay the foundation for implementing strategy.
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PM-Partners group today officially launched Australia’s first Project Management Office (PMO) Trend Survey to determine the depth of PMO maturity and relevance in Australian organisations.
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Putting the ‘S’ in your PMO can play a key role in both increasing the value of the PMO and your organisation—it’s just a matter of taking ownership.
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