Effective Outsourcing Governance. How does Project Portfolio Management frameworks can help in managing complex outsourcing engagements (especially offshore) effectively.
I would love to hear people share ideas and experience on this topic.

I would love to hear how to effectively work eProject into a corporate culture which is defined by "Change is Bad".  Any tips on presenting the program in a positive light, encouraging usage and training would be great!

Isis & Vinod - thanks for your feedback!  Isis - we have scheduled a breakout entitled "Rolling out PPM6 - Change Management & Tips for Success."  This breakout is delivered by Change Management Experts at Statera - I believe this is spot on with what you are looking for.  (on a side note, great avatar!)

Vinod - your request is a bit more of a challenge, though we aim to please.  We have numerous experts on Governance - and customers with teams scattered around the globe - I will see what I can put together.

I would like to learn in quantitative terms - how much companies benefited by implementing eProject. Example - Projects throughput increased by x%; Issues resolution time reduced by y%....and such.

I would also like to learn various implementation strategies - what worked and what didn't.

John,
I suggest a few keys to project success, from an project management instructor's point of view:
1. Project Initiation in a REAL organization's culture -
a. PM's need to thoroughly know how projects are initiated and funded as the key ingredient for composing a professionally crafted charter; upon which ALL project planning decisions will be made...
b. It is CRUCIAL that the project charter be crafted by a professional who knows exactly what it should(n't) included, its primary function as the 'contract' between the stakeholders (mainly sponsor and customer) and the project team who will deliver the product
c. MOST PM's simply accept a project charter as handed to them without editing it, or in many cases performing a wholesale re-write, for fear of offending someone; only to later regret being held accountable to the flawed ingredients of what they 'inherit'... and all of that ASSUMES a charter was crafted to begin with!
d. Too many PM's are DUMPED ON as they are handed projects that are ill-conceived with unrealistic expectations based on numerous flawed assumptions, overlooked/discounted risks, and unmanageable constraints  - ala "I know it takes 9 months with 12 resources and xxx amount of money, but it has to be done in 5 months with the 7 people we have; and don't worry about the money - the project has already been approved, so whatever it takes, they'll come up with it..."

Bottom line - PM's MUST make those who depend on them to deliver understand that the project's charter is a project management tool. If it is broken it won't get fixed without experiencing agony!

Only a professionally trained and experienced PM is truly qualified to ensure the charter properly sets the context for success. In terms of simple logic, a badly crafted (or no) charter leads to a bad project plan destined for 'change control hell', embarrassment, and ultimately reputations and careers!

True or False: the number one reason projects fail is lack of... (time, money, etc.) FALSE! The number one reason projects fail is a badly crafted (or no) project charter! All of the other reasons are usually symptoms, not the origin of the problem...

On that note, my apologies to all who are less than enthusiatic about my 'offering' herein... I'll try not to 'bloviate' so much next time... :-)

Larry Arnold, PMP