PMcrunch

Thomas Edison was the quintessential mistake maker. He believed that the more mistakes he made, the more wrong answers and wrong solutions he could eliminate and, therefore, the closer he came to the correct solution to his problems. In management and on projects, on one hand, we seek to minimize mistakes but it is important to recognize when “mistakes” can actually be beneficial and produce positive outcomes. Indeed, we should not be afraid to make mistakes but rather should try to control and leverage the process. The project portfolio management process is an ideal place to formally do this.

[Read more →]

Enterprise Architecture ( EA ), Organizational Strategy, and Project Portfolio Management (PPM) are closely related.  The question is, “How are they related on a very practical level?”  Let’s take a look.

[Read more →]

Innovation is one of those buzz words that evokes positive emotions. It is generally considered a “good” thing, and therefore is something that we want to do. However, there are other things to consider so, lets put innovation into perspective as a project management tool.

[Read more →]

Good projects map well to organizational goals. In fact, the best organizations make sure their initiatives are in alignment with their strategic plan. Whether for project initiation or for simply evaluating how the value of a project fits within the organization, becoming familiar with the strategic plan is invaluable.

[Read more →]

Podcasting has become very popular, and there are several project management podcasts available for review. Here we list 7 of the more popular PM Podcasts found on the internet.

[Read more →]

Daptiv, formerly eProject, has changed its name effective November 12, 2007, reflecting its desire to cast a wider net within the enterprise. The name eProject reflected a strict project management focus, whereas Daptiv - with connotations of fast, adaptive, dynamic, modern, futuristic - leaves behind that more singular focus. In fact, CEO Jeff Pancottine has reported that the new branding reflects the on-demand, flexible style and wide range of uses for the software beyond the scope of traditional Project Portfolio Management (PPM). The capabilities of web services surely figured into this marketing move.

[Read more →]

Sometimes – more often than we like – a “circular reference” enters the scene, and it can threaten the success of your project – or even the success or an entire portfolio or organization. As a Project Manager and leader, you need to stop circular references by intervening strongly and showing the way!

[Read more →]

Enterprise architecture is a key consideration in portfolio management in the IT arena. One major issue related to portfolio management involves the issue of putting into place a system for creating enterprise architecture.

[Read more →]

The US Army CIO/G6 organization faces a lot of challenges and, as a large organization, uses a wide range of management tools. However, like many IT organizations, it does not have full control over IT assets throughout the organization.

[Read more →]

Many companies – especially smaller, less formal ones – practice “project portfolio analysis” but do not necessarily call it that. In some cases they might call it program management, if the set of projects they are reviewing are geared to support some sort of focused program.

[Read more →]