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.
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.
Do program managers have executive skills?
The debate on whether program managers would make effective senior executives has gained attention in recent years. The team at PM Oracles turn to management guru Peter Drucker to see if program managers might make good C-level executives.
Governance for programs and Agile projects
Governance is currently associated with disaster prevention, risk mitigation and consequently, tighter controls. These systems stifle innovation and create an oppressing culture in organisations where everybody feels that they should protect themselves rather than contribute to value creation. Michel Thiry explains how governance should actually work.
Agile, programs and benefits management
A benefit is a positive outcome that stems out of the use of a product or capability; it is an outcome of the execution of the strategy. Michel Thiry examines how benefits management works for both programs and Agile projects.
The synergy between Agile and program management
Projects are traditionally used to manage change in an ordered way but the need for more responsive forms for managing change has given rise to disciplines like Agile management and program management, writes Michel Thiry, and the two have synergy.