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The 5 KPIs of PMO Proof December 29, 2011 
For many companies, the role of the PMO seems like an enigma. Sure, everyone knows that PMOs exist to streamline project operations so time and money aren't wasted, but what do they actually do? Failure to answer this question has led many companies to question the value of the PMO in the years after its establishment. However, the burden of proof is on the PMO -- not the executives.
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Shall We Dance? A Tale of Executives and PMOs December 28, 2011 
"It takes two to tango." Ronald Reagan said this of the contentious relationship between the United States and the Soviet Union in the final stages of the Cold War. Unfortunately, this also applies to executives and project management offices. At times, it seems they are destined to face off against each other, but this should not be the case.
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Troubleshooting the PMO September 06, 2011 
The project management office has provided well-documented value to many organizations. However, for some businesses, the benefits never materialize. Take a look at PMOs over the years, and you will see that many have restructured, dissolved, or constantly had to justify their existence during both economic downturns and high-growth periods. This is evidence enough that PMOs are not yielding demonstrable positive financial results.
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Wielding Project Management Authority Wisely May 10, 2011
Rash assumption of leadership on the part of product managers creates an environment of uncertainty, and can result in the degradation of work ethic and productivity. Therefore, wise project managers will pay special attention to how they portray themselves and the manner in which they execute the tasks for which they are personally responsible. The primary thing to consider here is the fact that authority, like respect, cannot effectively be taken.
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The Neverending Quest for IT Security March 15, 2011 
If you ever have a need to burn off some excess optimism, try taking a look through some of the statistics out there about success and failure rates for enterprise IT projects -- it's pretty ugly. Although specifics of statistic and survey data vary, studies have historically suggested
failure rates as high as 75 percent for technology projects. That means it's quite a bit more likely for an IT project to fail than succeed.
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Multitasking and the Brain: The War on Productivity March 08, 2011 
As tasks continue to pile up in my already hectic schedule, I have little choice but to jam more and more activities into the same crowded time spans. The morning commute, a once luxurious gap in time, seems to be increasingly plugged by business calls, urgent text messages and, in some cases, even the morning shave. Mounting evidence suggests, however, that multitasking places a significant damper on productivity.
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The Internet and Global Project Management: It's Complicated February 15, 2011
The cheapest available resources no longer necessarily come from the business next door. Any product or service that can be outsourced is more than likely being offered in some other region of the world for a competitive price, and it's up to consumers to decide where to spend their dollars. This means that any given mom-and-pop store may be competing against a megastore in Los Angeles, a Web startup in Santiago, and a multigenerational family business in Naples.
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PPM Power: Manage Centrally, Operate Locally January 10, 2011 
We're here to explore some major enterprise software and solutions, trends and innovations making news across HP's ecosystem of customers, partners and developers. This customer case-study focuses on Enel Green Power and how their Italian utility business has benefited from improved management of core business processes and gained visibility into new energy projects.
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10 Commandments for Large Business and IT Transformation, Part 3 October 06, 2010 
Those guiding a major IT transformation will find their jobs easier -- and be rewarded with better results -- if they adhere to 10 best practices, or "commandments," along the way. For example, the program management office must be independent and empowered. Also, the methodology must be clearly defined from the start.
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10 Commandments for Large Business and IT Transformation, Part 2 September 29, 2010
There are 10 basic principles that can have a substantial influence on the successful implementation of a large IT transformation program. These recommendations, or "10 Commandments," will help direct energies toward the most fundamental aspects of program management.
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10 Commandments for Large Business and IT Transformation, Part 1 September 22, 2010 
A Fortune 100 company decided to revamp its IT application landscape to improve profitability. It embarked on a business and IT transformation that was a massive undertaking, requiring hundreds of dedicated individuals not only from within the organization but also from external service providers. Everything seemed to go as planned -- until chaos erupted.
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From Pushing Paper to Pulling for Success August 24, 2010
No self-respecting professional wants to be known as a paper pusher or bureaucrat, but it can be a hard label for them to avoid when they're managing projects. Projects create paper, or more specifically, they create documents. Whether those documents are paper or electronic, they can take on a life of their own.
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The IT Project-Tracking Database: Keep Your Key People in the Loop August 09, 2010 
Information Technology is a project-centric industry. Every task is either performed as a part of a project or constitutes rollup toward creating a new project. No individual, organization, department or company can escape the rigor of discipline and perseverance that project management enforces as prerequisites for success.
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The End of Project Failure June 22, 2010
More than ever before, project managers are looking to technology help mitigate the risk of project failure. According to a recent list of Top 10 Project Management Trends, "the implementation of new PPM solutions [in 2010] will soar. The reason is clear: Project failure rates continue to climb.
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Common Processes: The Path to Better Project Management March 29, 2010 
Some companies have a "PMO of one," which means that instead of setting up a sophisticated project management office, they assign one person the task of establishing and enforcing common project management processes. This person often has to deal with a broad spectrum of project work being performed by different teams with a range of maturity levels, which is no small task!
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How to Create an Agile PMO January 26, 2010 
It often seems that an agile development environment will always be at odds with the structure and constraints of the project management office. Yet it does not have to be this way. Creating an agile PMO that bridges the gap between these two very important groups can help organizations to prioritize projects and allocate resources much more effectively.
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