Can project managers play the long game?

Many project managers like projects because they’re temporary, they end. But what if you need to be in it for the long haul? asks editor Adeline Teoh.

May 2, 2016

• Blogs

Improving the governance of projects, programs and portfolios

What can a governing body do to improve the governance of projects, programs and portfolios within its organisation? Pat Weaver says advocacy and accountability is key.

February 23, 2016

• Advanced
• Beyond Projects

Measuring the value of a program management office

Many organisations have contemplated or implemented program management as a means of managing interrelated projects with varying degrees of success. PM Oracles explains how to measure the value of a program management office.

November 19, 2015

• Program Management

Effective benefits realisation for portfolios, programs and projects

Effective benefits realisation in the portfolios, programs and projects environment requires the establishment of clear business intentions and integration with current practices. Brian Franklin explains how to integrate outcome management.

March 5, 2015

• Advanced
• Benefits Realisation

Articulating business benefits for portfolios, programs and projects

Portfolio, program and project managers face a demanding transition from the iron triangle to an imperative to prove the business benefits used to justify priority and budget allocation. Brian Franklin on the issues that P3 managers face in this regard.

March 4, 2015

• Benefits Realisation

The truth about business benefits realisation

Business benefits realisation for programs and projects should be tackled very early in their lifecycle, writes Craig Wilkins. So why do so many project managers skip this step?

October 24, 2014

• Benefits Realisation

Project prioritisation according to customer demand

Selecting which projects to charter within your organisation has long-term implications both for you and your organisation. PM Oracles offers a matrix to help you prioritise your projects according to a balance of demand and resources.

September 24, 2014

• Portfolio Management
• Program Management
• Project Management Office

Project risk management in a program or portfolio

What happens when the standard risk matrix is interpreted differently by various project managers working across a program or portfolio of projects? asks Guy Wilmington.

September 15, 2014

• Risk