Thinking about how to manage one project vs. many projects is a very different exercise and it has little to do with the volume of work. How do you manage the conflicting interests of many projects underway simultaenously when you’re responsible for managing a multi-project environment? We discuss this and other multi-project challenges in this article.
It’s everywhere I go. If there is more than one project or one department involved in project management, then Silo management is almost always in place. For those of you who haven’t heard this term before, this is a condition where multiple groups are working within the same organization. They share something in common. Sometimes it’s a project, sometimes it’s resources. Sometimes it’s both. These groups may share common goals but they don’t share much…
Project Management and communications have always gone together and the better a project manager is at communicating, the more successful they’re likely to be. With the plethora of technological assistance for communication now at hand, it’s worthwhile thinking about how to marry collaboration and project management. I take a look at that right here.
If you are using Project Portfolio Server 2007, then you’ll be happy to hear that Service Pack 2 is now available. Key new features: Support for SQL 2008 Support for Portfolio Server on Windows Server 2008 Hyper-V Plus: Over 40 new fixes Go to the our Project Server update page and scroll near the bottom to find more details.
Migrating to the latest version of Project Server would seem like a no-brainer but the decision involves many factors. With support for Project Server 2003 now ended many clients are weighing their options. Here are some of the factors you’ll need to consider
We hear often about the solution-sell; making sure that the project management software vendor is committed to deliver a complete solution not just a list of features. If true, that’s a great thing but where is the buyer’s responsibilty in the purchasing process? Here’s a thought on being a “solution buyer”.
EPM Vendors love to target the big enterprise. In some cases, so much attention is put on the hundreds of largest companies in the world that the hundreds of thousands of mid-market companies are ignored. This article takes a look at what kinds of tools and systems haven’t left the mid-market organization behind.
There’s lots of talk lately about the project management maturity model but this principle can also be applied to project management systems and software. This article looks at how an organization’s use of project management systems matures over time and how it follows a common pattern in most organizations.
One of the most common requests I get in the project and portfolio mangement software industry is to help find a tool that will be different things for different people. There is so much of an organization somehow tied to the project management process that this is perhaps not a big surprise. Executives would love a simple dashboard but not just a dashboard that provides a pretty picture that they are then impotent to do…
Project management is only one challenge in managing a project with multiple projects. Everything we do for one project, we must consider among many. Which projects should get priority, which projects should get resources first, which projects are prerequisites for other projects. How do executives determine the priorities among projects and what happens when they won’t?