PM Best Practicces

Justification for Creating and Maintaining a PMO - A Proposal to Consider!

John Filicetti — Wed, 12 Mar 2008 19:53:00 GMT

Overview What is the price of missing critical project dates? Who is accountable for all everything coming together at the right time for all projects? Can you identify and resolve potential delays in your portfolio of projects or the status of all your projects? A Program or Project Management...(read more)

Resource Management with Daptiv PPM

John Filicetti — Thu, 17 Jan 2008 03:49:00 GMT

Using all processes and tools available for Resource Management in Daptiv PPM, the following process flow can be accomplished. Output from any area of resource management from planning through actuals can be created using the Cross-Tab report in Daptiv Work Intelligence (WI). The process can...(read more)

Prioritization: Getting Executives to Pay Attention

Dave B — Mon, 07 Aug 2006 16:17:00 GMT

There seem to be a couple of immutable truths in the PMO world, especially in IT departments. First, there is always more work than can possibly be done. This usually surfaces in the form of an insatiable appetite for projects. Second, no matter how you prioritize the work, someone's going...(read more)

Calling For Ideas!!!!

John Filicetti — Thu, 27 Jul 2006 23:21:00 GMT

eProject is going to put on a User Conference in Seattle soon and we want your input for ideas for sessions, breakouts, or expert advice. Please respond to this blog with ideas....(read more)

A Guide for Software Solution Selection

John Filicetti — Thu, 20 Jul 2006 04:40:00 GMT

I don't remember where I got this, but the guidelines are very logical and sensible. This guide outlines the factors that should be considered in the selection of a software package and its associated hardware. It indicates the steps that should be taken in the evaluation processes and possible...(read more)

The Value of Project Portfolio Management (PPM)

John Filicetti — Mon, 03 Jul 2006 14:49:00 GMT

The concept of "project portfolio management" has become popular as a way to manage business investments in the same way "financial portfolio management" has been a popular way to manage financial investments. At a high-level, many of the same concepts are involved. You have a limited amount...(read more)

PMO Success Story: A.G. Edwards Case Study

jmanas — Wed, 07 Jun 2006 03:05:00 GMT

There's an excellent article in CIO Magazine this month showing how A.G. Edwards reinvented its PMO to bring their projects to an 88% success rate (from about 50% originally). Some key lessons: They created a 25-step project management high-level framework of just the high level activities...(read more)

The Invisible User Interface

JSin — Tue, 06 Jun 2006 18:22:00 GMT

"There is no Spoon" is a popular quote from the "Matrix", where the young prodigy hints to the protagonist while levitating and bending a spoon with his mind, that the spoon is a mere container of energy, and is symbolically irrelevant to reality. Media sponges that we are, we like to cling...(read more)

Project Management/Delivery Methodology Quick Reference

John Filicetti — Mon, 22 May 2006 17:45:00 GMT

Whether you are creating a project management/delivery methodology based on the PMBOK, Prince2, RUP or other processes or whether you have five phases or nine phases; consider the following as a general guide to what needs to be done in a general order or timing. I have created many methodologies...(read more)

Do you log your time?

Dave B — Wed, 17 May 2006 10:28:00 GMT

In my "Maximizing IT Capacity" webinar the first poll asks "How much of your time do you log? Of the choices, "none" is the most common response, with "project time only" running a distant second. Yet when it comes to understanding resource issues, actual time is the most valuable information...(read more)

Too many project requests? Scorecard them!

Dave B — Wed, 12 Apr 2006 02:34:00 GMT

One of then biggest obstacles to successful project delivery occurs right at the beginning of the lifecycle – deciding which projects to approve. You take in 20, 50, 100 project requests, and then it’s decision time! What do you do? If you’re like most IT departments, one of two scenarios occurs...(read more)

Steps for Starting a PMO

John Filicetti — Mon, 10 Apr 2006 16:07:00 GMT

STEP 1 (1-3 months) Meet with Governance or the Project Steering Committee to craft a PMO Director or PMO Manager job description Hire the right people STEP 2 (3-5 days) Hold PMO Planning session to discuss PMO Roles, assign committee chairs, discuss deliverables, and timeframes STEP 3 (10...(read more)

The focus should be Project Delivery, not Project Management

John Filicetti — Wed, 05 Apr 2006 18:01:00 GMT

I feel many of the foundations of project management are taught without urgency and as if things were frozen in time. We actually work in a very dynamic environment. Though I have been teaching project management for years, I have changed my focus to one of teaching project delivery instead...(read more)

Project Management and Innovation; Not Mutually Exclusive

jmanas — Mon, 03 Apr 2006 03:52:00 GMT

The Ten Faces of Innovation , by Tom Kelly of IDEO, with Jonathan Littman, is an excellent book on how to create a truly innovative environment (as opposed to just saying "from now on, we're going to be innovative"---which nearly never works). Some think that innovation has nothing to do with...(read more)

Presentation Skills for Project Managers

jmanas — Mon, 03 Apr 2006 03:50:00 GMT

Perception is reality. A project manager can be great at the "science" of project management, and yet still be perceived as ineffective. Often it comes down to a simple lack of presentation skills. After all, communication is 90% of a project manager's job, according to the Project Management...(read more)