Business Management

Author: haroon

  • IMPACT ON PROJECT DELIVERY PRACTICES

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    As markets shift from a single project delivery model to an ongoing delivery model, some organizations are looking for alternatives to temporary project structures that deliver a single product, change, or service. Instead, they are looking for delivery constructs that have a strong customer focus, recognize the rapid evolution of technology, and align with the…

  • GLOBAL MARKET SHIFTS

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    Three global trends are disrupting traditional business models and transforming products and services (see Figure X4-1). Figure X4-1. Global Business Trends Influencing the Management of Products Figure X4-2. The Changing Relationship Between an Organization and Its Customers

  • INTRODUCTION

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    There has been a gradual transition in project management concepts over the last decade. Views such as defining success as meeting scope, schedule, and budget objectives have transitioned to measuring value and the outcomes (not the outputs) of the project. Product management is aligned with this value view and adds a longer time frame perspective.…

  • LEARN MORE ABOUT PMOS

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    These PMI standards and guides provide additional information about the role of the PMO from different perspectives. They may offer additional insights and useful information. Project Management Institute. 2017. The Standard for Organizational Project Management. Newtown Square, PA: Author. Project Management Institute. 2017. The Standard for Portfolio Management. Newtown Square, PA: Author. Project Management Institute. 2017. The Standard for Program…

  • EVOLVING FOR STRONGER BENEFITS REALIZATION

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    For many businesses, greater uncertainty, an accelerated pace of change, increased competition, and more empowered customers mean organizations produce value in an increasingly complex environment. The ability to implement new strategic initiatives and change rapidly is becoming a key differentiator. These changes are also exerting greater pressure on PMOs to demonstrate their contributions to benefits…

  • KEY PMO CAPABILITIES

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    KEY PMO CAPABILITIES The Standard for Project Management states that projects are part of a system for value delivery within organizations. PMOs can support that system and are a part of the system. Just as project teams need specific capabilities to deliver results, so do PMOs. Effective PMOs make three key contributions that support value delivery:

  • THE PMO VALUE PROPOSITION—WHY HAVE ONE?

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    Organizations establish PMOs for a variety of reasons but with one core benefit in mind: improved project management in terms of schedule, cost, quality, risk, and other facets. PMOs have many potential roles in aligning work with strategic goals: engaging and collaborating with stakeholders, developing talent, and realizing value from investments in projects. PMOs can…

  • INTRODUCTION

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    The acronym “PMO” can refer to a portfolio, program, or project management office. In the context of the PMBOK® Guide – Seventh Edition, the project management office (PMO) represents a management structure that standardizes project-related governance processes and facilitates the sharing of resources, tools, methodologies, and techniques. Recognizing that the character and function of a PMO varies between…

  • SPONSOR BEHAVIORS

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    There are certain behaviors that sponsors display that can help teams perform effectively and thus improve project outcomes:

  • LACK OF ENGAGEMENT

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    When the sponsor is not engaged or when that role is vacant, many of the benefits associated with the activities listed in Section X2.2 are missing. This may have a negative impact on project effectiveness. Project performance suffers because there are often longer decision time frames and conflicting priorities. If the sponsor is not helping to secure…