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There is not a project in this world that does not use spreadsheets from time to time and many are run exclusively by spreadsheets. Unfortunately, 88% of project spreadsheets suffer from errors, writes Patrick Weaver, and project managers need to do something about it.
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There’s a difference between knowing what the risks are and managing them, as Martin Vaughan discovers, and it’s up to PMOs to understand and guide others on how to handle risk in their overall strategy.
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While not a magic bullet for problems that plague failed projects, a mature portfolio management office will make significant improvements to the project performance, Guy Wilmington explains.
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Dr Lynda Bourne on the difficulties in quantifying the value of improving an organisation’s stakeholder management capabilities and establishing the return on investment for a new project management office.
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Because projects are temporary endeavours undertaken to create unique products, services or results, organisations have temporary resource requirements that need to be accommodated. But how can organisations avoid resource conflicts between operations and projects and among multiple projects? Guy Wilmington provides the answer.
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Enterprise project management, also known as portfolio project management (PPM) tools have many functions, but how many of them do we really need? Martin Vaughan suggests an approach that will make tools useful rather than baffling.
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Many organisations have contemplated or implemented program management as a means of managing interrelated projects within their organisation, with varying degrees of success. PM Oracles asks, how do you know its value?
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Is it really possible to automate governance when implementing a project planning matrix system? Martin Vaughan discusses workflow versus high level decision-making.
“The business needs to make a decision as to the relative priority of the initiative, assuming it goes ahead. Priorities will always inspire debate and discussion.”
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According to global project management training organisation ESI International, we can expect collaboration between teams, stakeholders and executives to gain importance as complexity grows. Project management in 2012 will also see growth in on-the-job training, custom project management approaches, innovative project tools and smarter resource management.
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Does the emergence of an international standard, and the internationalisation of other standards including the dozen or more translations of the PMBOK* Guide mean project management is a standard process across all cultures and societies, or do we need cultural versions of the PMBOK Guide similar to the current industry extensions?
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